DAU MISSION. Provide a global learning environment to develop

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2 DAU MISSION Provide a global learning environment to develop qualified acquisition, requirements, and contingency professionals who deliver and sustain effective and affordable warfighting capabilities.

3 PRESIDENT S LETTER FY14 was another year when DAU could have been discouraged by outside forces. We didn t have fires, derechos or earthquakes, but we had to contend with a new kind of challenge this year in the long-term budget constraints seen all over the federal government. This forced a significant reduction in our most important asset, our people. Yet DAU not only continued to succeed, but to improve the quality of its curriculum, instruction, and the many other ways it serves the workforce. In anticipation of our new budget environment, DAU proactively instituted a hiring freeze in FY13 that we continued through FY14, while also offering separation incentives for qualified staff. The result was that our full-time faculty and staff shrank by 38 full-time-equivalents this year, leaving critical gaps in skills and coverage. DAU faculty and staff responded to this with their usual dedication and covered those gaps while finding ways to work more efficiently in everything from how much paper we print to how our IT networks are built and maintained. that ensures quality and integrity in career and technical education. COE not only reaffirmed DAU s accreditation, but commended us for superior performance in three standards: Educational Programs, Strategic Planning, and Physical Resources. By any measure, FY14 was a very successful year. On a personal note, it was also the year when I was honored with the opportunity to lead DAU. I ve been extraordinarily impressed by how well my predecessors conceived of DAU and built it to be the leading institution it is. I was impressed most of all with the people who work here who are DAU. They are a truly exceptional group, and I look forward to working with them to achieve even more in FY15. It isn t enough to cut costs alone, however; you still have to perform. We continued to succeed in our vital function giving the Defense Acquisition Workforce the tools and knowledge it needs to succeed. DAU delivered an impressive amount of learning to the workforce, and increasingly did it with the newest and most efficient tools: Provided more than 8 million hours of learning; Graduated 181,970 students; Provided 291,325 hours of Mission Assistance; Offered 305 online continuous learning modules; and Provided 183,826 contact hours on Defense Acquisition Portal and Acquisition Community Connection with 65,000 ACC contributors and more than 20 million page views. Our training continued to be of the highest quality. Average scores for student satisfaction were 6.0 on a 7-point scale, with our classroom courses scoring a 6.4, well above the average scores of corporate universities. The data even showed that students feel better about their work and their careers after a DAU classroom course than when they do their work online. This is a testament to the fact that our faculty brings more than knowledge to their work they bring the energy and enthusiasm that come from a strong sense of purpose. This is contagious, it seems. Outside organizations continued to honor the high quality of DAU training in FY14. DAU was named the Corporate University of the Year: North America by CUBIC (Corporate University Best in Class). This award placed DAU ahead of learning organizations from many of the largest and most successful corporations in America. DAU also underwent a rigorous reaffirmation of accreditation process with the Council on Occupational Education (COE), a national accrediting body

4 DAU s support to MARCORSYSCOM with online courses, classroom training, and mission assistance initiatives has measurably improved our individual acquisition capabilities and organizational performance. The full range of acquisition services and solutions available through DAU make them an invaluable resource and essential component of our acquisition mission. Brig. Gen. Frank Kelly Commanding General, Marine Corps Systems Command, Quantico, VA 04 Defense Acquisition University 2014 Annual Report

5 INSIDE 2014 ANNUAL REPORT 06 LEARNING ASSETS 08 TRAINING 18 CONTINUOUS LEARNING 32 MISSION ASSISTANCE 40 KNOWLEDGE SHARING 48 PARTNERSHIPS 58 RESOURCES 2014 Annual Report Defense Acquisition University 05

6 As members of the premier training organization for the Defense Acquisition Workforce, DAU faculty and staff pride themselves on being part of the one training provider a Defense Acquisition Workforce member can turn to throughout his or her entire career. Our faculty and staff take this responsibility very seriously and use every opportunity to influence and improve the professionalism of Defense Acquisition Workforce members. By everyone acquisition interns to well-seasoned procurement leaders DAU is known and highly regarded for providing certification training vital to developing qualified acquisition, requirements, and contingency professionals. DAU strengthens this training with career-long support through a variety of online resources and informal learning programs, ensuring that the workforce has access to the most up-to-date acquisition- and Defense-related policies and materials. When needed, DAU subject matter experts provide a variety of one-on-one and team-oriented mission assistance engagements to acquisition organizations to address critical acquisition issues. Collectively, the formal training, informal resources, and mission assistance offered by DAU promote workplace efficiency, enhance mission effectiveness, and improve the professionalism of the Defense Acquisition Workforce. DAU offers training courses for each of the 14 Defense Acquisition Workforce Improvement Act (DAWIA) career fields. Defense Acquisition Workforce members must be certified for the positions they hold. Through DAU s 128 core certification and core plus training courses, workforce members are able to fulfill the training requirements for their career-field certifications. In FY14, there were: 5,136,774 hours of training TRAINING 181,970 total graduates 135,946 online graduates 46,024 classroom graduates Defense Acquisition Workforce members must keep current with new policies and initiatives. Department of Defense (DoD) policy requires workforce members to earn 80 continuous learning points every 24 months to maintain currency in their career fields. DAU s Continuous Learning Center places cutting-edge modules at the fingertips of the workforce. This anytime, anywhere availability allows the workforce to cost-effectively meet continuous learning requirements. In FY14, there were: 305 continuous learning modules available 672,733 completions 2,865,106 contact hours CONTINUOUS LEARNING 06 Defense Acquisition University 2014 Annual Report

7 LEARNING ASSETS An organization s complex problems often require face-to-face support. DAU s Mission Assistance program extends services beyond the classroom and into the workplace. This program places seasoned faculty onsite at organizations ranging from smaller acquisition teams to larger acquisition programs to provide advice, consulting, rapid-deployment training on new initiatives, or training targeted to address unique mission needs. In FY14, there were: 525 consulting, targeted training, and rapid-deployment events MISSION ASSISTANCE 291,325 consulting, targeted training, and rapid-deployment contact hours Access to acquisition knowledge outside traditional learning environments improves efficiency, innovation, and effectiveness enhancing job performance. DAU s knowledge-sharing program augments the knowledge transfer that occurred in the classroom and gives individuals quick, easy access to information and connects them to other acquisition professionals anytime. In FY14, there were: 97,272 contact hours on the Defense Acquisition Portal 86,554 contact hours on the Acquisition Community Connection KNOWLEDGE SHARING 2014 Annual Report Defense Acquisition University 07

8 TRAINING 08 Defense Acquisition University 2014 Annual Report

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10 DAU CONTINUES INTEGRATING ALTERNATIVE DELIVERY METHODS DAU is regularly recognized by learning leaders and training organizations for the early adoption and integration of new and innovative course delivery methods. Throughout FY14, DAU continued to implement several alternative delivery methods into the curriculum to provide effective instruction at the point of need while reducing classroom time and course costs. Using these methods, which include paperless classes, teleconference distance learning, and flipped classroom environments, DAU piloted more than 10 alternative delivery courses with students and continued to develop more than a dozen for piloting during FY15. DAU faculty provided virtual training to more than 50 students throughout the country taking advantage of the teleconferencing capabilities that allow instructors to remotely engage with students throughout the U.S. Intermediate Systems Acquisition (ACQ 201B) and Advanced Facilities Engineering (FE 301) were both virtually offered with overwhelmingly positive feedback from students. Students described the virtual course structure as a good option to the traditional classroom that is as effective as any resident course and is a course delivery technique that everybody should experience. Virtual class offerings are just one way that the DAU faculty provides the same high-quality instruction to students at reduced costs. Flipped classrooms resident courses where students are provided materials before leaving their home location reduce time both in the classroom and away from the field, while also providing online resource materials. DAU piloted the flipped classroom concept with the course Intermediate Production, Quality and Manufacturing (PQM 201 A/B) for the Corpus Christie Army Depot. The alternative teaching approach saved more than $65,000 and reduced the classroom time from 4.5 to 2.5 days. An offering of ACQ 201B piloted through the flipped classroom-style was also able to reduce class time from 4.5 to 3.5 days, with an FY15 pilot expected to reduce classroom time even further to 3 days. More than 50 students participated in these two pilots, which they described as both comfortable and enjoyable. Response to the flipped classroom approach has been so successful for existing courses that curriculum developers are experimenting with the approach for new courses. International Acquisition Integration (ACQ 230), a new course replacing both Multinational Program Management (PMT 202) and International Security and Technology Transfer/Control (PMT 203), was developed and piloted, by faculty, to provide Level II training for International Acquisition professionals. Following the success of the faculty pilot, the first student offering of ACQ 230 is expected in early FY Defense Acquisition University 2014 Annual Report

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12 DAU SUCCESSFULLY PIONEERS INNOVATIVE TEACHING METHODS DAU faculty not only use proven teaching methods to deliver high-quality instruction, they often innovate by bringing technology into the classroom and experimenting with different mediums to remain engaged with students both in and out of the classroom. Three courses Contracting Officer s Representative (COR 222), Intermediate Cost and Price Analysis (CON 270) and Source Selection and Administration of Service Contracts (CON 280) all successfully offered paperless instruction to students during FY14. In a paperless course, students are provided the electronic version of course materials ahead of the class, allowing students to take notes electronically while saving 100 percent of printing costs. Results of the paperless CON 270 and 280 were so successful that DAU West is converting all offerings of the courses to paperless in FY15, with an estimated savings of more than $15,000 on print costs alone. The paperless initiative is just one example of a successful innovation DAU faculty experimented with and further implemented. FY13 experiments with YouTube- and DAU-hosted videos as part of classroom curricula were so successful they were expanded in FY14 ACQ 201B instructors added four 10- to 15-minute videos to the Defense Acquisition Portal and YouTube for both curriculum incorporation and as an on-the-job resource for Defense Acquisition Workforce members. ACQ 201B is also the first DAU course to fully incorporate social media, with course materials and learning tools available 24/7 on the official ACQ 201B Facebook page. EXECUTIVE PRODUCT SUPPORT MANAGER S COURSE DAU launched the initial student offering of the Executive Product Support Manager s course (LOG 365) August 11 at the Fort Belvoir, Virginia, campus. The two-week LOG 365 course provides product support managers a professional development opportunity focusing on leadership skills in developing and executing affordable product support strategies, particularly in leading up, across, and down. Throughout FY14, the course development team, comprising field practitioners and life-cycle logistics DAU faculty, designed the course to incorporate student-submitted dilemmas and lessons-learned into the core curriculum. They then provided innovative teaching solutions including faculty as sponsors and leaders of daily themes, improved software tools for stakeholder engagement strategies, and reinforcing open leadership methodology. This candid approach to acquisition obstacles with real-world solutions was very successful, with faculty and student pilots and the initial course offering all receiving favorable feedback. The course is now a requirement for all ACAT I and II product support managers. 012 Defense Acquisition University 2014 Annual Report

13 IMPROVING INNOVATION IN COST AND PRICE ANALYSIS COURSES DAU instructors have worked to improve instruction for Cost and Price Analysis courses to maximize student retention and provide focus on the important elements of the career field. Intermediate Cost and Price Analysis (CON 270) is using innovative teaching techniques that reduce PowerPoint presentations and incorporate real, three-dimensional objects to provide students with a narrative that better ensures long-term information retention. Additionally, Advanced Contract Pricing (CON 235) is being replaced with the more robust Advanced Cost and Price Analysis (CON 370), the two-week student pilot of which was successfully fielded at DAU Midwest March 10. This new course gives special attention to major weapon system programs and commercial item pricing by elaborating on numerous contracting themes, including risk analysis, interpreting and shaping regulatory policy, data normalization, forecasting techniques, and linear, nonlinear and multivariate regression techniques. FY14 INTRODUCES SWEEPING CHANGES TO INFORMATION TECHNOLOGY ACQUISITION COURSES Technology changes quickly; DAU faculty are constantly rewriting Information Technology curriculum to keep pace with the changes and bring the most up-to-date information to students. In FY14, changes in technology and Department of Defense (DoD) policies resulted in some of the largest changes to the curriculum in recent years. During FY14, DAU successfully piloted and introduced the new Basic Information Systems Acquisition course (IRM 101), an updated view of the current information technology environment that replaces the Basic Software Acquisition Management course (SAM 101). This new online course required changes to more than 42 percent of its predecessor and incorporates the latest policy guidance for DoD Instruction (DoDI) and the new Risk Management Framework. These updates also required changes to advanced information technology courses, including Intermediate Information Systems Acquisition course (IRM 202). The revised course includes the changes in IRM 101 and updated course requirements documents and support information. To ensure knowledge currency for the material in Information Technology courses, DAU entered into an educational agreement with the Carnegie Mellon University Software Engineering Institute for information technology curriculum development support. Training 013

14 COLLEGE OF CONTRACT MANAGEMENT RAMPS UP CURRICULUM DEVELOPMENT College of Contract Management (CCM) Dean Kurt Stonerock and his faculty worked diligently throughout FY14 to roll out curriculum specifically targeting career fields, information, and support requested by the Defense Contract Management Agency (DCMA). During the fiscal year, approximately 30 courses were in formal development with many piloted throughout the year. quality assurance, and industrial manufacturing all underwent formal development in FY14 and were briefed to senior DCMA executives, including DCMA Director Lt. Gen. Wendy Masiello. Additionally, pilots were conducted for Software Acquisition Management Policy Implementation (CMS 260); Root Cause Analysis (CMQ 220); and Production Planning and Control (CMM 210). CCM courses focusing on the agencyrequired competencies of pricing, contract management, earned value management, software engineering, 014 Defense Acquisition University 2014 Annual Report

15 DAU USES DISTANCE LEARNING TO ALIGN WORKFORCE WITH AT&L PRIORITIES Major updates to defense acquisition policy require quick and effective solutions to put the information where it is needed most: the Defense Acquisition Workforce. In response to the release of the Interim DoDI , DAU curriculum development professionals updated the interdisciplinary Reliability, Availability and Maintainability (RAM) (LOG 103) distance learning course to reach the workforce with the policy guidance and changes that would impact the defense acquisition. Not only did the LOG 103 development team ensure that the revised course aligned to DoD acquisition, technology, and logistics priorities, they also reviewed student Metrics that Matter data. They analyzed a pool of more than 12,000 students who took the course in FY13 to determine the improvements to learning and on-the-job usability. Student feedback was critical to improvements to learning effectiveness, and curriculum developers restructured the course to add right-size lessons that incorporate What s in it for me? discussions. To ensure the content was relevant, the developers also evaluated all knowledge reviews and test bank questions, validating the source content and guaranteeing the quality and appropriateness of each question and answer. Training 015

16 TRAINING ACQUISITION ACQ 101 ACQ 120 ACQ 130 Fundamentals of Systems Acquisition Management* Fundamentals of International Acquisition* Fundamentals of Technology Security/Transfer* ACQ 201A Intermediate Systems Acquisition, Part A* ACQ 201B Intermediate Systems Acquisition, Part B ACQ 230 International Acquisition Integration ACQ 265 Mission-Focused Services Acquisition ACQ 315 Understanding Industry (Business Acumen) ACQ 370 Acquisition Law ACQ 401 Senior Acquisition Course ACQ 403 Defense Acquisition Executive Overview Workshop ACQ 404 Systems Acquisition Management Course for General/Flag Officers ACQ 405 Executive Refresher Course ACQ 450 Leading in the Acquisition Environment ACQ 451 Integrated Acquisition for Decision Makers ACQ 452 Forging Stakeholder Relationships ACQ 453 Leader as Coach ATL 900 ATL Staff Specialist Acquisition BUSINESS, COST ESTIMATING, AND FINANCIAL MANAGEMENT BCF 102 BCF 103 BCF 106 BCF 107 BCF 204 BCF 205 BCF 206 BCF 209 BCF 215 BCF 220 BCF 225 BCF 301 BCF 302 CMM 100 Fundamentals of Earned Value Management* Fundamentals of Business Financial Management* Fundamentals of Cost Analysis* Applied Cost Analysis Intermediate Cost Analysis Contractor Business Strategies Cost/Risk Analysis Acquisition Reporting for Major Defense Acquisition Programs (MDAPs) and Major Automated Information Systems (MAIS) Operating and Support Cost Analysis Acquisition Business Management Concepts* Acquisition Business Management Application Business, Cost Estimating, and Financial Management Workshop Advanced Concepts in Cost Analysis CONTRACT MANAGEMENT AIR OPERATIONS CMA 211 CMA 221 CMA 231 Government Flight Representative (GFR) Government Ground Representative (GGR) DCMA Aviation Safety Officer (ASO) CONTRACT MANAGEMENT MANUFACTURING Surveillance Implications of Manufacturing and Subcontractor Management CONTRACT MANAGEMENT QUALITY CMQ 100 CMQ 101 CMQ 142 CMQ 220 CMQ 232 CMS 230 CMS 260 CONTRACTING CON 090 CON 100 CON 121 CON 124 CON 127 CON 170 CON 200 CON 216 CON 232 CON 234 CON 237 Federal Acquisition Regulation (FAR) Fundamentals Shaping Smart Business Arrangements* Contract Planning* Contract Execution* Contract Management* Fundamentals of Cost and Price Analysis Business Decisions for Contracting* Legal Considerations in Contracting* Overhead Management of Defense Contracts Joint Contingency Contracting Simplified Acquisition Procedures* CON 243 Architect-Engineer Contracting CON 244 Construction Contracting CON 251 Fundamentals of Cost Accounting Standards Part II CON 252 Fundamentals of Cost Accounting Standards CON 260A The Small Business Program, Part A* CON 260B The Small Business Program, Part B CON 270 Intermediate Cost and Price Analysis CON 280 Source Selection and Administration of Service Contracts CON 290 Contract Administration and Negotiation Techniques in a Supply Environment CON 334 Advanced Contingency Officer s Course CON 360 Contracting for Decision Makers CON 370 Advanced Contract Pricing COR 206 Contracting Officer s Representative in a Contingency Environment COR 222 Contracting Officer s Representative Course EARNED VALUE MANAGEMENT EVM 101 EVM 201 EVM 262 EVM 263 Quality Assurance Basics* Government Contract Quality Assurance Fundamentals Basic Measuring* Root Cause Analysis (RCA)* Creation and Evaluation of Quality Control Graphics in Statistical Process Control (SPC) CONTRACT MANAGEMENT SOFTWARE Software Acquisition Management (SAM) Policy and Procedures Software Acquisition Management (SAM) Policy Implementation Fundamentals of Earned Value Management* Intermediate Earned Value Management EVMS Validation and Surveillance Principles of Schedule Management 016 Defense Acquisition University 2014 Annual Report

17 ENGINEERING ENG 301 SYS 101 SYS 120 SYS 130 SYS 202 SYS 203 SYS 302 SYS 350B SYS 350C FACILITIES ENGINEERING FE 201 FE 301 GRANTS GRT 201 Intermediate Facilities Engineering* Advanced Facilities Engineering Grants and Agreements Management INDUSTRIAL/CONTRACT PROPERTY MANAGEMENT IND 105 IND 205 Contract Property Fundamentals Contract Government Property Management Systems and Auditing Concepts INFORMATION SYSTEMS ACQUISITION IRM 101 IRM 202 IRM 304 LOGISTICS Leadership in Engineering Defense Systems Fundamentals of Systems Planning, Research, Development, and Engineering* Defense Standardization Workshop Specification Selection and Application Intermediate Systems Planning, Research, Development, and Engineering, Part I* Intermediate Systems Planning, Research, Development, and Engineering, Part II Technical Leadership in Systems Engineering Business Acumen for Technical Leaders Technical Leadership Development Basic Information Systems Acquisition* Intermediate Information Systems Acquisition Advanced Information Systems Acquisition LOG 101 Acquisition Logistics Fundamentals* LOG 102 Systems Sustainment Management Fundamentals* LOG 103 Reliability, Availability, and Maintainability* LOG 200 Intermediate Acquisition Logistics, Part A* LOG 201 Intermediate Acquisition Logistics, Part B LOG 204 Configuration Management* LOG 206 Intermediate Systems Sustainment Management* LOG 211 Supportability Analysis LOG 215 Technical Data Management* LOG 235 Performance-Based Logistics* LOG 340 Life Cycle Product Support LOG 350 Enterprise Life Cycle Logistics Management LOG 365 Executive Product Support Manager s Course PRODUCTION, QUALITY, AND MANUFACTURING PQM 101 PQM 201A PQM 201B PQM 203 PQM 301 Production, Quality, and Manufacturing Fundamentals* Intermediate Production, Quality, and Manufacturing, Part A* Intermediate Production, Quality, and Manufacturing, Part B Preparation of Commercial Item Description for Engineering and Technical Personnel** Advanced Production, Quality, and Manufacturing PROGRAM MANAGEMENT PMT 202 Multinational Program Management PMT 203 International Security and Technology Transfer/Control PMT 251 Program Management Tools Course, Part I* PMT 257 Program Management Tools Course, Part II** PMT 304 Advanced International Management Workshop PMT 313 Advanced Technology Security/Control Workshop PMT 352A Program Management Office Course, Part A* PMT 352B Program Management Office Course, Part B PMT 400 Program Manager s Skills PMT 401 Program Manager s Course PMT 402 Executive Program Manager s Course REQUIREMENTS MANAGEMENT RQM 110 RQM 310 RQM 403 RQM 413 SAM 101 SAM 301 Core Concepts for Requirements Management* Advanced Concepts and Skills for Requirements Management Requirements Management Executive Overview Requirements Executive Overview SOFTWARE ACQUISITION STM 202 STM 303 TEST AND EVALUATION TST 102 TST 203 TST 204 TST 303 Basic Software Acquisition Management* Advanced Software Acquisition Management SCIENCE AND TECHNOLOGY (S&T) MANAGER Intermediate S&T Management Advanced S&T Management Fundamentals of Test and Evaluation* Intermediate Test and Evaluation Intermediate Test and Evaluation Advanced Test and Evaluation *Distance learning / ** Facilitated online / All other courses are resident Training 017

18 CONTINUOUS LEARNING 018 Defense Acquisition University 2014 Annual Report

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20 TRAINING FORUMS Throughout FY14, DAU provided training forums to share proven practices and discuss learning trends. During these continuous learning engagements, DAU played a vital role in training workforce members and sharing critical information relevant to job performance. Both Honorable Frank Kendall, Under secretary of defense for acquisition, technology, and logistics (USD(AT&L)) and Honorable Katharina McFarland, assistant secretary of defense for acquisition ASD(A) hosted several forums to convey seniorlevel guidance on pivotal enterprise-wide issues such as Better Buying Power Department of Defense (DoD) Instruction (DoDI) , and other changes in the acquisition process that promote better acquisition outcomes. 020 DoDI On behalf of DAU, the DAU Alumni Association hosted a Hot Topic Forum for the Program Executive Office for Air Anti- Submarine Warfare, Assault and Special Mission Programs (PEO(A)) at NAS Patuxent River, Maryland. Attendees included more than 320 personnel from PEO(A) program offices and other Major Defense Acquisition Programs (MDAPs). The forum featured a presentation by the Honorable Katharina McFarland, ASD(A), in which she discussed USD(AT&L) s goals and intent when releasing DoDI DAU also presented rapid deployment training on the interim release of DoDI Rear Admiral Jaynes, PEO(A), concluded the forum with a presentation of the new PEO(A) Strategy, Vision and Goals. DAU Promotes Acquisition Topics through Lunch and Learn Program. DAU formalized its Lunch and Learn Program initiated at the DAU South campus. During FY14, the program ramped up to regular, weekly offerings on more than 50 acquisition and leadership topics, such as: Better Buying Power initiatives, life-cycle sustainment planning, technical data rights, open system architecture, and fiscal law. These topics, delivered by certified DAU professors, were chosen through a needs analysis conducted with acquisition customers. By coupling the Defense Connect Online (DCO) delivery mode with classroom-based delivery, average participation increased more than five times. Through use of the DCO Live Chat, students interacted with the professor as if they were in the classroom, as well as viewed the content materials. This program supports workforce members informal learning and job performance and provides a means for securing continuous learning points. Information Assurance for DoD Systems: Transforming to a Risk Management Framework for DoD Information Technology. The DAU Alumni Association hosted a Hot Topic Forum for the Space and Naval Warfare Systems Command January 15, entitled Information Assurance (IA) for DoD Systems: Transforming to a Risk Management Framework (RMF) for DoD Information Technology. The training was presented via video teleconferencing to 96 information assurance professionals assigned to various sites in the West Region. Topics covered included transformation from the traditional DoD Information Assurance Certification and Accreditation Process (DIACAP) to a new six-step RMF for Information Technology, RMF overview and applicability within DoD, alignment of DoD with a risk management approach of other federal agencies, and timelines for implementation. This hot topic training forum reinforced the flexibility and benefits of virtual training. Defense Acquisition University 2014 Annual Report

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22 2014 ACQUISITION INSIGHT FOCUS DAY TRAINING EVENT DAU hosted the 2014 Defense Acquisition Insight Focus Days training event at the Air Force Institute of Technology, Wright-Patterson Air Force Base, Dayton, Ohio, March The event, titled Delivering Life Cycle Excellence in Today s Environment, brought together senior leaders and subject matter experts to address more than 700 acquisition professionals from Wright-Patterson AFB and the local defense industry. An additional 300 attendees participated via video teleconference from Air Force Materiel Command (AFMC) locations throughout the world, including Eglin, Gunter, Hanscom, Hill, Lackland, Peterson, Robins, and Tinker Air Force Bases. The Honorable Alan Estevez, Principal Deputy Under Secretary of Defense for Acquisition, Technology, and Logistics, delivered the keynote address. In addition to numerous high-level speakers and panelists, the conference featured more than 40 breakout sessions aligned with the focus areas of life-cycle management, affordability, and efficiency, providing attendees numerous opportunities to increase their knowledge of vital acquisition topics. ACQUISITION, TECHNOLOGY, AND LOGISTICS (AT&L) PROGRAM EXECUTIVE OFFICER (PEO) WORKSHOP The Defense Acquisition University hosted the AT&L PEO Day on January 30, Attended by nearly all of the Department of Defense s (DoD) PEOs, the focus was on the observations from the Better Buying Power 2.0 efforts and the changes expected from the Interim DoDI update. 022 Defense Acquisition University 2014 Annual Report

23 DAU PRESENTS AT CYBERSECURITY SUMMIT DAU South faculty member Steve Mills presented an update on recently revised DoD cybersecurity policy and facilitated a robust question-and-answer session on cybersecurity to an audience of more than 100 participants during the 6th Annual North Alabama Cybersecurity Summit in Huntsville, Alabama, June 4 5. The presentation, Cybersecurity Policy Impacting DoD Program Managers, focused on the unique cybersecurity challenges faced by DoD program managers and their teams as they execute acquisition programs. DAU REPRESENTATIVE TAKES STAGE IN DATA RIGHTS FORUM DAU representative David Floyd participated in the 2014 Data Rights Forum, a conference that provides government and industry representatives an opportunity to discuss intellectual property and technical data rights. Floyd, from DAU s Logistics and Sustainment Center, served as a member of a panel on Life-Cycle Sustainment Options and Incentivizing Contractor Investment in which he discussed evolving DoD data rights policy and strategies reflected in the Interim DoDI , Operation of the Defense Acquisition System, Better Buying Power 2.0, and the current development of the new LOG 215 Technical Data Management distance learning course. Additionally, he took several opportunities to address the new Intellectual Property Strategy a requirement starting at Milestone A which helps to ensure that all technical data, computer software, and associated license rights required for procurement and sustainment of a system are available throughout the system s life cycle SUMMER ACQUISITION UPDATE DAU s South Region conducted a 2014 Summer Acquisition Update in Huntsville, Alabama, July 1 2. The event s 40 training sessions presented relevant, up-to-date information on topics including earned value management, leadership skills, the Better Buying Power initiatives, cybersecurity, defense exportability, international programs, and costbenefit analysis. More than 600 participants from major commands and acquisition organizations at Redstone Arsenal, as well as industry personnel from the Huntsville community, attended the event, cumulatively earning more than 2,000 Continuous Learning Points (CLPs). Continuous Learning 023

24 ACQUISITION TRAINING SYMPOSIUM DAU hosted an Acquisition Training Symposium, Achieving Better Acquisition Outcomes in Austere Times Improved Processes, Reduced Overhead, at the Fort Belvoir, Virginia, campus April 8. The event was also simulcast to 25 additional sites across the country, which enabled more than 800 acquisition professionals from both government and industry to participate in the DAU Alumni Associationsupported forum. The Honorable Frank Kendall, USD(AT&L), delivered the keynote address. Myles Walton, senior aerospace/defense analyst at Deutsche Bank, spoke on Future Economic and Business Trends and their Impact on U.S. Defense Acquisition; and Stan Soloway, president of the Professional Services Council, chaired an industry panel on Driving Unnecessary Costs Out of the Services Acquisition Process. Participants selected from a series of training sessions on topics that included agile program management; a DoDI 5000-series update; the future of defense acquisition; tacit learning; maintaining readiness and enabling cost reduction through infrastructure sizing and shaping; and improving the professionalism of the Defense Acquisition Workforce. Continuous Learning Module Completions and Offerings The success of Defense acquisition depends on every member of the Defense Acquisition workforce being familiar with the latest policies, procedures, and acquisition initiatives. DoD policy requires workforce members to earn 80 continuous learning points every 24 months to maintain currency in their career field. DAU ensures this information is available to the workforce by offering the acquisition community numerous Continuous learning opportunities, including immediate online access to more than 300 Continuous Learning Modules. During FY14, the workforce completed 672,717 Continuous Learning Modules. 024 Defense Acquisition University 2014 Annual Report

25 DAU ALUMNI ASSOCIATION The DAU Alumni Association provides a means for professional growth and continued learning, within the defense acquisition community, and promotes DAU s reputation as a world-class acquisition-learning resource. The Alumni Association brings together the best people, ideas, experiences, and skills for improving defense systems acquisition. The Board of Directors is composed of the following industry and government acquisition professionals: First Row: Wayne Glass, Anne Bauman, William Bahnmaier, Mary Redshaw, and Paul Lee; Second Row: Paul Alfieri, Ron Quinter, Lenn Vincent, Barry Breindel, and Joseph Johnson; Third Row: Michael Dorohovich, Roy Wood, and John Lawless Clockwise from top: Phyllis Roberts, Frank Anderson, Katherine Ma, Chip Linnemeier, Judith Oxman, Chris Feudo, and Shaw Cohe. President...William Bahnmaier VP Operations...Wayne Glass VP Membership...Anne Bauman VP Symposium...Shaw Cohe VP Communications...Michael Dorohovich Secretary...Chip Linnemeier Treasurer...Mary Redshaw Director at Large...Barry Breindel Director at Large/ Assistant Treasurer...John Lawless Director at Large...Chris Feudo Director at Large...Judith Oxman Associate Board Member...Frank Anderson Associate Board Member...Richard Hayes Associate Board Member...Lenn Vincent Associate Board Member...Phyllis Roberts Associate Board Member...Katherine Ma Army Representative...Ron Quinter Marine Representative...Paul Lee Navy Representative...Michael Hocker Air Force Representative...Chip Linnemeier DAU Liaison...Joseph Johnson Past President...Jeff McKeel THE ASSISTANT SECRETARY OF DEFENSE FOR ACQUISITION, KATHARINA McFARLAND, RECEIVED THE DAVID D. ACKER SKILL IN COMMUNICATION AWARD Bill Bahnmaier, president of the DAU Alumni Association presented the David D. Acker Skill in Communication Award to Assistant Secretary of Defense for Acquisition, Katharina McFarland for developing unique initiatives to achieve greater effectiveness and efficiency in the defense acquisition system. Also noted were her dedication and commitment to increase the professionalism of the total acquisition workforce with the introduction of the Acquisition Workforce Qualification Initiative, and her inculcation of cost consciousness and affordability across the acquisition community. The Acker Award is the most prestigious of the awards sponsored by the DAU Alumni Association and was created in memory of the late David Acker, a staff specialist in the Directorate of Defense Research and Engineering who played an active role in preparing the charter for the original Defense Systems Management College. The Acker Award is presented annually to an individual who has promoted and communicated acquisition management and leadership excellence to the acquisition workforce. Continuous Learning 025

26 NEW CONTINUOUS LEARNING MODULES Each year, DAU reviews its Continuous Learning modules to ensure currency. As new acquisition policies or focus areas emerge, DAU develops new modules to keep the workforce up to date. In FY14, DAU developed nine new modules and moved five modules from the Business area to a new category, Earned Value Management. PRODUCT SUPPORT ARRANGEMENTS CLL 021 The product support arrangements continuous learning module provides the product support manager with an understanding of the policies, processes, roles, and responsibilities of the various organizations that participate in the development of product support arrangements including the warfighter, the program manager, the product support integrator(s) and the product support provider(s). PROVISIONING AND CATALOGING CLL 038 This continuous learning module provides instruction on the basics of provisioning and cataloging as an integral part of identifying and fielding initial and replenishment spares in support of weapon system product support and sustainment. DESIGNING AND TRANSPORTABILITY CLL 045 SUSPENSION AND DEBARMENT CLC 065 Intended for federal contracting professionals, this module teaches the fundamental concepts associated with suspension and debarment in the Federal Government. It covers the bases, causes, and effects of suspension and debarment, Government roles and responsibilities, and the System for Award Management Exclusions. TECHNOLOGY TRANSFER CLE 069 This continuous learning module enables students to apply the principles of technology transfer to the technologies they are developing with the end goal of increasing the rate of technology transfer. The overall objective of the Designing for Transportability continuous learning module is to familiarize program managers, life-cycle logisticians, product support managers, systems engineers, and other defense acquisition members with the approval and certification processes used to ensure the safe and effective transportability of vehicles and equipment. SYSTEM RETIREMENT, MATERIEL DISPOSITION, RECLAMATION, DEMILITARIZATION AND DISPOSAL CLL 051 This module provides the product support manager and life-cycle logisticians familiarity with the terms, activities, and participating organizations associated with system retirement, materiel disposition, reclamation, demilitarization, and disposal. 026 Defense Acquisition University 2014 Annual Report

27 INTRODUCTION TO EARNED VALUE MANAGEMENT CLV 016 (formerly CLB 016) This module introduces the basics of earned value management (EVM) as it relates to acquisition program management. It covers the five independent earned value variables and the three most common EVM metrics. PERFORMANCE MEASUREMENT BASELINE CLV 017 (formerly CLB 017) This module introduces the earned value management language and processes associated with development of the performance measurement baseline. EARNED VALUE AND FINANCIAL MANAGEMENT REPORTS CLV 018 (formerly CLB 018) This module reviews the most common DoD data reports associated with earned value management, cost estimating, and financial management. ESTIMATE AT COMPLETION CLV 019 (formerly CLB 019) The Estimate at Completion module reviews the process for computing an estimate at completion range when given earned value management data. It defines the meaning of the cost performance index, the schedule performance index, and the to-complete performance index (TCPI) earned value. BASELINE MAINTENANCE CLV 020 (formerly CLB 020) The Baseline Maintenance module reviews the concepts associated with performance measurement baseline maintenance. It reviews the five earned value management system guidelines and three common terms associated with baseline maintenance. SERIALIZED ITEM MANAGEMENT (SIM) CLM 201 Students gain an understanding of Serialized Item Management (SIM), which is used to enable effective and efficient management of material throughout its life-cycle. FUNDAMENTALS OF GFR AND GGR CLX 110 This continuous learning module presents information on acquisition and contracting, ground and flight operations, contractor procedures, assessments, and safety and mishaps. It is one component of the overall Government Flight Representative (GFR) and Government Ground Representative (GGR) training program. This module is primarily intended for U.S. military officers or Government civilians in aviation positions who are assigned to a threeyear tour in their respective Defense Contract Management Agency (DCMA) or Service position as well as private sector contractor personnel who seek to learn about the duties and responsibilities of GFRs and GGRs. FUNDAMENTALS OF AVIATION SAFETY OFFICER RESPONSIBILITIES CLX 130 This continuous learning module gives the Aviation Safety Officer the information needed to successfully perform the duties and responsibilities of that position, including the applicable laws, regulations, and guidance, as well as applicable processes and procedures. Continuous Learning 027

28 BUSINESS CLB 007 CLB 008 CLB 009 CLB 010 CLB 011 CLB 014 CLB 016 CLB 017 CLB 018 CLB 019 CLB 020 CLB 023 CLB 024 CLB 025 CLB 026 CLB 029 CLB 030 CLB 031 CLB 032 CLB 033 CLB Cost Analysis Program Execution Planning, Programming, Budgeting, and Execution and Budget Exhibits Congressional Enactment Budget Policy Acquisition Reporting Concepts and Policy Requirements Introduction to Earned Value Management Performance Measurement Baseline Earned Value and Financial Management Reports Estimate at Completion Baseline Maintenance Software Cost Estimating Cost Risk Analysis Introduction Total Ownership Cost Forecasting Techniques Rates CONTRACTING CLC 001 CLC 003 CLC 004 CLC 005 CLC 006 CLC 007 CLC 008 CLC 009 CLC 011 CLC 013 CLC 020 CLC 023 CLC 024 CLC 025 CLC 026 CLC 027 CLC 028 CLC 030 Data Collection and Sources Time Phasing Techniques Force Structure Costing Databases for the Cost Estimate Probability Trees CONTINUOUS LEARNING MODULES Defense Subcontract Management Sealed Bidding Market Research Simplified Acquisition Procedures Contract Terminations Contract Source Selection Indirect Costs Service-Disabled, Veteran-Owned Small Business Program Contracting for the Rest of Us Services Acquisition Commercial Item Determination Commercial Item Determination Executive Overview Basic Math Tutorial Small Business Program for Contracting Officers Performance-Based Payments Overview Buy American Act Past Performance Information Essentials of Interagency Acquisitions/Fair Opportunity Defense Acquisition University 2014 Annual Report CLC 031 CLC 033 CLC 035 CLC 036 CLC 037 CLC 039 CLC 040 CLC 041 CLC 042 CLC 043 CLC 044 CLC 045 CLC 046 CLC 047 CLC 051 CLC 052 CLC 054 CLC 055 CLC 056 CLC 057 CLC 058 CLC 060 CLC 061 CLC 062 CLC 063 CLC 064 CLC 065 CLC 102 CLC 103 CLC 104 CLC 106 CLC 107 CLC 108 CLC 110 CLC 112 CLC 113 CLC 114 CLC 120 CLC 125 CLC 131 CLC 132 CLC 133 CLC 206 CLC 222 Reverse Auctioning Contract Format and Structure for DoD e-business Environment Other Transaction Authority for Prototype Projects: Comprehensive Coverage Other Transaction Authority for Prototype Projects Overview A-76 Competitive Sourcing Overview Contingency Contracting Simulation: Barda Bridge Predictive Analysis and Scheduling Predictive Analysis and Systems Engineering Predictive Analysis and Quality Assurance Defense Priorities and Allocations System Alternative Dispute Resolution Partnering Green Procurement Contract Negotiation Techniques Managing Government Property in the Possession of Contractors Contracting with Canada Electronic Subcontracting Reporting System (esrs) Competition Requirements Analyzing Contract Costs Performance-Based Payments and Value of Cash Flow Introduction to Contract Pricing Time and Materials Contracts Online Representations and Certifications Application (ORCA) Intra-Governmental Transactions Sole Source Proposal Technical Evaluations Wage Determinations for Service and Construction Contracts Suspension and Debarment* Administration of Other Transactions Facilities Capital Cost of Money Analyzing Profit or Fee Contracting Officer s Representative (COR) with a Mission Focus OPSEC Contract Requirements Strategic Sourcing Overview Spend Analysis Strategies Contractors Accompanying the Force Procedures, Guidance, and Information Contingency Contracting Officer Refresher Utilities Privatization Contract Administration Berry Amendment Commercial Item Pricing Organizational Conflicts of Interest Contract Payment Instructions Contracting Officer s Representative in a Contingency Environment Contracting Officer s Representative Course

29 ENGINEERING AND TECHNOLOGY CLE 001 CLE 003 CLE 004 CLE 006 CLE 007 CLE 008 CLE 009 CLE 010 CLE 012 CLE 013 CLE 015 CLE 016 CLE 017 CLE 018 CLE 021 CLE 022 CLE 023 CLE 025 CLE 026 CLE 028 CLE 029 Value Engineering Technical Reviews Introduction to Lean Enterprise Concepts Enterprise Integration Overview Lean Six Sigma for Manufacturing Six Sigma: Concepts and Processes ESOH in Systems Engineering Privacy Protection DoD Open Systems Architecture (OSA) Modular Open Systems Approach to DoD Acquisition Continuous Process Improvement Familiarization Outcome-Based Performance Measures Technical Planning E3 and Spectrum Supportability for Acquisition Professionals Technology Readiness Assessments Program Manager Introduction to Anti-Tamper Modeling and Simulation for Test and Evaluation Information Assurance (IA) Trade Studies Market Research for Engineering and Technical Personnel Testing in a Joint Environment CLE 032 Sustainable Manufacturing for DoD Part 1 CLE 034 CLE 035 CLE 036 CLE 037 CLE 038 CLE 039 CLE 040 CLE 041 CLE 045 CLE 046 CLE 047 CLE 060 CLE 062 CLE 063 CLE 064 CLE 065 CLE 066 CLE 067 CLE 068 CLE 069 DIACAP: Understanding the DoD Information Assurance Certification and Accreditation Process Introduction to Probability and Statistics Engineering Change Proposals for Engineers Telemetry Time Space-Position Information (TSPI) Environmental Issues in Testing and Evaluation IUID Marking Software Reuse Introduction to DoD Science and Technology Management Fundamentals of Executing a JCTD Project Grounding, Bonding, and Shielding Practical Software and Systems Measurement Human Systems Integration (HSI) Capability Maturity Model-Integration (CMMI) Standardization in the Acquisition Life Cycle Standardization Documents Systems Engineering for Systems of Systems Strategic Material Selection: Chemical Ranking System Intellectual Property and Data Rights Technology Transfer* CLE 070 CLE 201 ISO 9000 CLE 301 Corrosion and Polymeric Coatings Reliability and Maintainability GOVERNMENT PURCHASE CARD CLG 001 CLG 004 CLG 005 CLI 001 DoD Government Purchase Card DoD Government Purchase Card Refresher Training Purchase Card Online System (PCOLS) INTERNATIONAL ARMAMENTS AND INFORMATION EXCHANGE CLI 002 CLI 003 CLI 004 CLI 005 CLI 006 CLI 007 LOGISTICS CLL 001 CLL 002 CLL 003 CLL 004 CLL 005 CLL 006 CLL 007 CLL 008 CLL 011 CLL 012 CLL 013 CLL 014 CLL 015 CLL 016 CLL 017 CLL 018 CLL 019 CLL 020 CLL 021 CLL 022 CLL 023 CLL 024 International Armaments Cooperation (IAC), Part 1 International Armaments Cooperation (IAC), Part 2 International Armaments Cooperation (IAC), Part 3 Information Exchange Program (IEP), DoD Generic RDT&E (IEP) Army-Specific RDT&E (IEP) Navy-Specific Technology Transfer and Export Control Life Cycle Management and Sustainment Metrics Defense Logistics Agency Support to the Program Manager Supportability Test and Evaluation Life Cycle Logistics for the Rest of Us Developing a Life-Cycle Sustainment Plan (LCPS) Depot Maintenance Partnering Lead Free Electronics Impact on DoD Programs Designing for Supportability in DoD Systems Performance-Based Life-Cycle Product Support Supportability Analysis DoD Packaging Joint Systems Integrated Support Strategies (JSISS) Product Support Business Case Analysis (BCA) Joint Logistics Introduction to Defense Distribution Joint Deployment Distribution Operations Center (JDDOC) Technology Refreshment Planning Independent Logistics Assessments Product Support Arrangements* Title 10 Depot Maintenance Statute Overview Title 10 USC 2464 Core Statute Implementation Title 10 Limitations on the Performance of Depot- Level Maintenance (50/50) New Modules in FY14 are in bold text. Continuous Learning 029

30 CONTINUOUS LEARNING MODULES CLL 025 CLL 026 CLL 029 CLL 030 CLL 032 CLL 033 CLL 034 CLL 035 CLL 036 CLL 037 CLL 038 CLL 039 CLL 040 CLL 041 CLL 042 CLL 043 CLL 045 CLL 046 CLL 051 CLL 054 CLL 055 CLL 056 CLL 057 CLL 058 CLL 062 CLL 119 CLL 120 CLL 201 CLL 202 CLL 203 CLL 204 CLL 205 CLL 206 Depot Maintenance Inter-Service Support Agreements (DMISA) Depot Maintenance Capacity Measurement Condition-Based Maintenance Plus (CBM+) Reliability-Centered Maintenance (RCM) Preventing Counterfeit Parts from Entering the DoD Supply System Logisticians Responsibilities During Technical Reviews SLAMIS (SSN-LIN Automated Management and Integrating System) Operating and Support Cost Estimating for the Product Support Manager Product Support Manager (PSM) DoD Supply Chain Fundamentals Provisioning and Cataloging* Product Support Requirements Identification Business Case Analysis Tools Life Cycle Cost (LCC) Analysis Tools Supportability Analysis Techniques, Procedures, and Tools Green Logistics: Planning for Sustainability Designing for Transportability* The Twelve Integrated Product Support Elements System Retirement, Materiel Disposition, Reclamation, Demilitarization and Disposal* Joint Task Force Port Opening (JTF-PO) Joint Deployment and Distribution Performance Metrics Framework Sustainment of Software Intensive Systems Level of Repair Analysis Introduction Level of Repair Analysis Theory and Principles Counterfeit Prevention Awareness Technical Refreshment Implementation Introduction to DoD Shelf-Life Diminishing Manufacturing Sources and Material Shortages (DMSMS) Fundamentals Diminishing Manufacturing Sources and Material Shortages (DMSMS) Executive Overview Diminishing Manufacturing Sources and Material Shortages (DMSMS) Essentials Diminishing Manufacturing Sources and Material Shortages (DMSMS) Case Studies Diminishing Manufacturing Sources and Material Shortages (DMSMS) for Technical Professionals Introduction to Parts Management ACQUISITION MANAGEMENT AND PROGRAM MANAGEMENT CLM 003 CLM 005 Overview of Acquisition Ethics Industry Proposals and Communication CLM 012 CLM 013 CLM 014 CLM 016 CLM 017 CLM 021 CLM 023 CLM 024 CLM 025 CLM 030 CLM 031 CLM 032 CLM 033 CLM 034 CLM 035 CLM 037 CLM 038 CLM 039 CLM 040 CLM 044 CLM 047 CLM 048 CLM 049 CLM 051 CLM 055 CLM 056 CLM 057 CLM 059 CLM 071 CLM 072 CLM 073 CLM 074 CLM 075 CLM 076 CLM 077 CLM 103 CLM 200 CLM 201 CLM 500 Scheduling Work-Breakdown Structure (WBS) Integrated Product Team (IPT) Management and Leadership Cost Estimating Risk Management Introduction to Reducing Total Ownership Costs (R-TOC) DAU AbilityOne Contracting Contracting Overview Commercial-Off-The-Shelf (COTS) Acquisition for Program Managers Common Supplier Engagement Improved Statement of Work Evolutionary Acquisition DAWIA II Science and Technology Lesson from PMT 352A Environmental Safety and Occupational Health Lesson from PMT 352A Physical Inventories Corrosion Prevention and Control Overview Foundations of Government Property Proper Financial Accounting Treatments for Military Equipment (PFAT4ME) Radio Frequency Identification (RFID) Fiscal and Physical Accountability and Management of DoD Equipment Audit Readiness Requirements for DoD Equipment Procurement Fraud Indicators Time Management Program Leadership Portfolio Management Joint DoD-DOE Nuclear Weapons Life Cycle Activities Small Business Program for Program Managers Introduction to Data Management Data Management Strategy Development Data Management Planning System Technical Data and Computer Software Rights Data Acquisition Data Markings Data Management Protection and Storage Quality Assurance Auditing Item-Unique Identification (IUID) Serialized Item Management (SIM)* ADL Implementation for Defense Acquisition Professionals 030 Defense Acquisition University 2014 Annual Report

31 REQUIREMENTS CLR 030 CLR 101 CLR 051 CLR 250 CLR 252 Environment, Safety, and Occupational Health in Joint Capabilities Integration and Development System (JCIDS) Introduction to Joint Capabilities Integration and Development System Analysis of Alternatives Capabilities-Based Assessment (CBA) Developing Requirements EARNED VALUE MANAGEMENT CLV 016 CLV 017 CLV 018 CLV 019 CLV 020 Introduction to Earned Value Management Performance Measurement Baseline Earned Value and Financial Management Reports Estimate at Completion Baseline Maintenance CONTRACT ADMINISTRATION CLX 110 Fundamentals of GFR and GGR* CLX 130 STANDARD PROCUREMENT SYSTEM (SPS) SPS 100 SPS 101 SPS 102 SPS 103 SPS 104 SPS 105 SPS 106 BUSINESS ESSENTIALS HBS 401 Budgeting HBS 402 HBS 403 HBS 405 HBS 407 HBS 408 HBS 409 HBS 415 HBS 417 HBS 421 HBS 422 HBS 424 Standard Procurement System and Federal Procurement Data System Next Generation System Administrator Standard Procurement System and Federal Procurement Data System Next Generation System Administrator User Contracts for Production SPS System Administration Report Writing Adapter Online Support Tool Database Maintenance HARVARD BUSINESS SCHOOL PUBLISHING MANAGEMENTOR Business Case Development Business Plan Development Change Management Crisis Management Customer Focus Decision Making Ethics at Work Finance Essentials Innovation and Creativity Innovation Implementation Leading and Motivating (Formerly CLB) Fundamentals of Aviation Safety Officer Responsibilities* HBS 426 HBS 428 HBS 431 HBS 434 HBS 435 HBS 437 HBS 438 HBS 404 HBS 429 HBS 439 HBS 442 HBS 303 HBS 306 HBS 418 HBS 427 HBS 440 HBS 441 HBS 443 HBS 432 HBS 433 HBS 444 HBS 301 HBS 302 HBS 304 HBS 309 HBS 310 HBS 305 HBS 406 HBS 410 HBS 411 HBS 412 HBS 413 HBS 414 HBS 416 HBS 419 HBS 420 HBS 423 HBS 425 HBS 430 HBS 436 New Modules in FY14 are in bold text. Marketing Essentials Negotiating Performance Measurement Process Improvement Project Management Strategic Thinking Strategy Execution PERSONAL DEVELOPMENT Career Management New Manager Transitions Stress Management Time Management WORKING WITH TEAMS Leading Teams with Emotional Intelligence Leading Teams with Emotional Intelligence (High Bandwidth) Global Collaborations Meeting Management Team Leadership Team Management Virtual Teams COMMUNICATION SKILLS Persuading Others Presentation Skills Writing Skills WORKING WITH INDIVIDUALS Managing Difficult Conversations Negotiating for Results Managing Difficult Conversations (High Bandwidth) Coaching for Results Influencing and Motivating Others Negotiating for Results (High Bandwidth) Coaching Delegating Developing Employees Difficult Interactions Dismissing an Employee Diversity Feedback Essentials Goal Setting Hiring Laying Off Employees Managing Upward Performance Appraisal Retaining Employees Continuous Learning 031

32 MISSION ASSISTANCE 032 Defense Acquisition University 2014 Annual Report

33 Mission Assistance 033

34 DAU CRITICAL TO SUCCESSFUL IMPLEMENTATION OF BETTER BUYING POWER DAU staff and faculty supported Department of Defense (DoD) senior leaders by participating in the drafting and publicizing of high-visibility policies and initiatives, including the Better Buying Power 2.0 and 3.0 initiatives implemented by Under Secretary for Defense (Acquisition, Technology, and Logistics (USD(AT&L)) Frank Kendall. Throughout FY14, DAU representatives were called on multiple occasions to meet with Pentagon leadership to provide input on both the Better Buying Power 2.0 implementation and the Defense Exportability Features implementation policy memorandum, which will augment Better Buying Power 2.0 guidance to the Defense Acquisition Workforce. The familiarity that DAU faculty and staff have with AT&L policy puts them in a unique position to reach out to the acquisition workforce, often as subject matter expert guest speakers and presenters at large-scale events, including the 2014 Program Attorney s Course, Program Management Institute executive training course, U.S. Coast Guard s Professional Development Seminar series, and the National Contract Management Association Leadership Forum. Additionally, DAU teams have met directly with Government and industry stakeholders to provide Better Buying Power implementation guidance and discuss policy changes and proven practices that will help organizations meet Better Buying Power expectations. These rapid deployment training sessions conducted by defense acquisition experts from DAU immediately followed the release of AT&L policy, keeping organizations up to date. The successful implementation of Better Buying Power 2.0 and 3.0 requires that DAU staff and faculty not just meet with organizations at all levels, but gather feedback. As part of the Better Buying Power 2.0 Touchpoints initiative, one DAU professor underwent a 6-month rotational assignment with the Battlespace Awareness and Information Operations Program Office. This opportunity provides feedback on the implementation of the initiatives, while keeping DAU faculty current on the challenges that organizations face in the field and the acquisition practices they use. 034 Defense Acquisition University 2014 Annual Report

35 Mission Assistance 035

36 DAU LEADS DoDI POLICY ADOPTION EFFORTS Following the release of the interim DoD Instruction (DoDI) during FY14, DAU faculty and staff conducted more than 30 outreach events to more than 2,500 acquisition professionals in numerous Defense organizations throughout the US to outline the tenets of the new instruction and develop plans for implementation. A majority of the DAU DoDI outreach events took the form of rapid deployment training (RDT) efforts, where on release of the new policy, acquisition experts from DAU provided detailed insight and presentations, including question-and-answer sessions and real-world, hands-on advice, to organizations impacted by policy changes. To increase exposure to and awareness of the , DAU acquisition policy specialists also have conducted virtual RDTs and webinars (Web-based seminars) with affected organizations and personnel. DAU faculty and staff have unique perspectives when it comes to policy expertise. DAU professors, such as Frank Kenlon, directly supported the Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics (USD(AT&L)) endeavors to write and update policy, such as the Defense Exportability Features (DEF) implementation policy memorandum, which will augment DoDI and Better Buying Power efforts. DAU BRINGS SERVICE ACQUISITION WORKSHOPS TO THE POINT OF NEED 036 More than half of DoD acquisition expenditures occur in acquisition of services. Improve Tradecraft in Acquisition of Services, a major Better Buying Power area, is a high priority. DAU developed the Service Acquisition Workshop (SAW) to educate those workforce members engaged in service acquisition to execute this critical area more effectively. These workshops are just-in-time events to facilitate a specific requirement. Using a seven-step process and hands-on training, DAU faculty teach the teams how to develop and execute performance-based service requirements in their specific domains. During FY14, DAU conducted 42 SAWs for Department of Defense organizations, assisting with the acquisition process for projects totaling more than $30 billion. One SAW conducted for the Enterprise Product Lifecycle Management Integrated Defense Acquisition University 2014 Annual Report Data Environment (eplm IDE) services acquisition at the Naval Surface Warfare Center (NSWC), Port Hueneme, California, resulted in a 53 percent reduction in distinct performance tasks. DAU professionals worked with the eplm IDE acquisition professionals to review the sevenstep acquisition model, focus requirements definition refinement, develop an effective Performance Work Statement (PWS), and develop the Quality Assurance Surveillance Plan and Acquisition Strategy. Other successful SAWs conducted by DAU acquisition professionals include Defense Microelectronics Activity Advanced Technology Support Program; Directorate of Acquisition, U.S. Transportation Command; Program Executive Office Simulation, Training and Instrumentation; Ballistic Missile Defense; Naval Fleet Logistics program; and Nevada Test and Training Range.

37 DAU PROGRAM TRANSITION WORKSHOP ALIGNS PROJECT GOALS Following the award of a contract, program managers from both the Government and industry must develop timelines, establish task priorities, and communicate expectations to meet major program milestones. DAU Acquisition Program Transition Workshops (APTW) help participants develop and review plans at every step to meet everyone s requirements. During FY14, DAU representatives conducted APTWs for multiple DoD programs, including the Navy s Next Generation Jammer (NGJ) and Air and Missile Defense Radar (AMDR) acquisition programs, both of which were awarded to Raytheon. More than 200 Government and industry acquisition professionals, including senior managers from the Navy, AMDR program offices, and Raytheon, participated in those two APTWs alone. During the APTWs, Integrated Product Teams (IPT) and DAU teams discussed nuanced details of their programs and planned the road forward to reach major milestones and prepare for successful integrated baseline reviews. Both government and contractor participants anticipated that the APTW would assist the teams in successfully meeting future milestones. Other APTWs facilitated by DAU included ANAQS20A Sonar Array; Positioning, Navigation, and Timing system; and Air Force Combat Rescue Helicopter. DAU OFFERS WORKFORCE MULTIPLE SOURCE SELECTION SOLUTIONS A critical part of the acquisition and procurement process is source selection evaluating competitive bids and proposals to find the best value for the government. DAU teams work with organizations to streamline the efficiency of source selection and keep acquisition professionals up to date on the latest guidance by conducting workshops and training events. Throughout FY14, DAU representatives conducted pilots for a new Source Selection Simulation Workshop (SSSW) with DAU faculty and customers to refine the simulation materials and improve the efficacy of the SSSWs in the field. Pilots of the SSSWs occur in six increments: Cyber Warfare Development Group; National Guard Intelligence Center; and the Naval Supply Command. While these organizations were at milestones that benefited from source selection training, other programs, such as the Air Force Life Cycle Management Centers at both Maxwell Air Force Base, Alabama, and Wright Patterson Air Force Base, Ohio, proactively consult with DAU representatives to develop source selection evaluation criteria factors. The broad expertise of DAU teams allows for considerable versatility supporting the Defense Acquisition Workforce.Whether developing milestones alongside government and industry IPTs or helping overcome a project-specific issue, DAU offers the workforce an array of source selections tools. I Technical Evaluation Full Tradeoff II Cost/Price scenario III Past Performance scenario IV Low Price Technically Acceptable scenario and exercises V Acquisition Planning simulation scenario, exercise, handouts, tools and templates VI Army Mission Assistance Web site While SSSWs are solutions at the point of need for awarded contracts, DAU faculty and staff routinely interact with customers to provide additional support often targeted training or informational presentations on the complexities of source selection, as tailored to the needs of the organization. During FY14, 2-day Source Selection Targeted Training (TTC 005 and TTC 015) were provided to Navy Supply Systems, Naval Mission Assistance 037

38 DAU WORKS WITH DEFENSE HEALTH AGENCY TO IMPROVE TRICARE ACQUISITION During FY14, Defense Health Agency (DHA) requested a Quick Look study of TRICARErelated contractor performance issues in the West Region. DAU pulled together a multidisciplinary, enterprise-wide team from Defense Systems Management College, Capital and Northeast Region, West Region, and Learning Capabilities Integration Center. Following the study, DAU representatives presented their findings and recommendations to improve the planning, solicitation, award, and management of future TRICARE contracts to senior DHA officials. A key element of the study involved DAU teams engaging directly with DHA employees and officials and conducting interviews to garner feedback. The results provided the teams with the information needed to gather a complete picture of the performance issues. DHA is implementing the recommendations, which are shaping ongoing activities for a contract or contracts that will provide purchased care to more than 9.6 million beneficiaries. Jonathan Woodson, M.D., assistant secretary of defense for health affairs, said DHA is restructuring contract transition requirements for future contracts, adding that changes are being made at the consultation and recommendation of [the] Defense Acquisition University. At DHA s request, DAU also provided a Phase II Services Acquisition Workshop for the $2 billion TRICARE Dental Program acquisition and Communication and Performance-Based Acquisition sessions for the TRICARE West Region and UnitedHealthcare Military and Veterans. DAU CONDUCTS LESSONS LEARNED WORKSHOP WITH PEO(A) T700 ENGINE On November 7, 2013, DAU conducted a Lessons Learned Workshop for the Program Executive Office (PEO) for Air ASW, Assault and Special Mission Programs (PEO (A)) T700 Engine Depot Maintenance Contract. Customer participants were PMA-299 (MK-60R/S Multi-Mission Helicopter Program Office) and Naval Air Warfare Center Training Systems Division (NAWC TSD). DAU briefed results of a pre-meeting survey to facilitate group discussion where DAU subject matter experts for contracting, program management, and logistics asked questions and provided observations to understand better the underlying issues. Workshop participants were able to identify the root causes associated with problem areas and possible actions to avoid problems with future procurements. RDML CJ Jaynes said, The facilities you provided for the workshop were also particularly effective, as they bridged the distance with the field activity contracting organization. The well-known DAU policies of academic freedom and non-attribution were instrumental in providing an environment for free exchange of ideas and identification of root causes and lessons learned. AWQI STANDARDS DEVELOPED THROUGHOUT FY14 USD(AT&L) s Better Buying Power is aimed at improving defense acquisition. One focus area of Better Buying Power is to improve the professionalism of the total acquisition workforce, by establishing stronger professional qualification requirements for all acquisition specialties. The Acquisition Workforce Qualification Initiative (AWQI) was chosen as a major component to provide a framework for those professional requirements. A small, geographically dispersed team planned and developed key elements for successful implementation of the initiative. The AWQI team worked closely with more than 130 DAU faculty members from 038 Defense Acquisition University 2014 Annual Report across all regions, Learning Capabilities Integration Center (LCIC), and Defense Systems Management College (DSMC) to translate career field competencies provided by functional leaders into measurable, onthe-job standards. Through a series of more than 200 online meetings, the AWQI project team drafted, reviewed, and revised standards. Throughout FY14, more than 1,500 standards were identified and 99% of the draft standards were submitted, reviewed for content, and approved. These accomplishments have the AWQI team, supported by DAU faculty, on the path to implementation.

39 PROGRAM EXECUTIVE OFFICE LITTORAL COMBAT SHIP S REMOTE MINE-HUNTING SYSTEM DAU provided mission assistance consultation to PEO Littoral Combat Ship s Remote Mine-Hunting System program. Support included an independent review of source selection documentation on the Red Team in preparation for their request for proposal release and Milestone Decision. DAU also developed a Responsible, Accountable, Supported, Consulted, Informed (RASCI) paradigm matrix. DAU s efforts were recognized by the PM as critical to the successes achieved within the RMS 403 Program Office and Remote Mine Hunting System job well done! Mission Assistance 039

40 KNOWLEDGE SHARING 040 Defense Acquisition University 2014 Annual Report

41 Knowledge Sharing 041

42 DAU FACULTY USE FACEBOOK TO UPDATE AND CONNECT WITH STUDENTS DAU faculty launched the first official Facebook account for a DAU course November 22. The Intermediate Systems Acquisition Course Part B (ACQ 203) Facebook page contains links to course materials, available class dates, and tools supporting student learning and course preparation for classroom and on-the-job use. Additionally, students are encouraged to participate directly with other students on the page and recommend additional content and real-world experience to enhance the value and usability of the course both in and out of the classroom. The page can be found at Defense Acquisition University 2014 Annual Report

43 Knowledge Sharing 043

44 DAU INSTRUCTORS HOST INTERACTIVE PREPARATORY AUDIO SESSION WITH STUDENTS DAU Intermediate Cost and Price Analysis Course (CON 270) instructors conducted a live online audio session November 21 for students enrolled in an upcoming CON 270 course offering. During the interactive question-and-answer session, students were given opportunities to discuss the pre-course material with instructors so they could successfully prepare for the course. INTERMEDIATE SYSTEMS ACQUISITION VIDEOS PROVIDE WORKFORCE SUPPORT AT ALL LEVELS Throughout FY14, one DAU instructor released a sixpart educational video series through both YouTube and the DAU Media Library outlining processes and nuances of Intermediate Systems Acquisition. The 10- to 15-minute videos educate future students and prepare them for the ACQ-family of courses, giving them access to information that encourages successful course completions. While the videos are designed for the incoming student, they also support alternative course delivery methods for instructors who may want to use them as classroom supplements. Additionally, the online videos provide acquisition workforce members refreshers on information they may need anytime, anywhere, including updated information on DoDI Completed videos currently available include: Defense Acquisition System Overview Engineering and Manufacturing Development Phase Materiel Solution Analysis Phase Overview Operations and Support Phase Overview Production and Deployment Phase Overview Technology Maturation and Risk Reduction Phase Overview CHANGES TO ACQUIPEDIA KEEP THE WORKFORCE UP TO DATE ON NEWEST POLICIES, TOOLS DAU revised the Performance-Based Payments article in ACQuipedia, DAU s online encyclopedia of common defense acquisition topics. The updated article summarizes significant new DFARS and DoD policy changes regarding performance-based payments (PBPs), including criteria for use, implementation procedures, and contractor obligations under added contract clauses. The article also summarizes the mandatory use of the DoD PBP Analysis Tool, an Excel-based discounted cash flow model, to negotiate contract financing arrangements that provide DoD with a lower contract price and the contractor with greater returns than would cost-based progress payments. Also included are embedded hyperlinks to relevant Defense Federal Acquisition Regulations Supplement (DFARS) and DoD policy documents, DAU training materials, and the Air Force Materiel Command s Webinar, Understanding Profit, Cash Flow, and Internal Rates of Return. 044 Defense Acquisition University 2014 Annual Report DAU also completed updates of more than 50 life-cycle logistics articles in ACQuipedia. This coordinated blitz update is part of a comprehensive, ongoing effort to ensure the accuracy, currency, cross-functional integration, and consistency of key product support and life-cycle logistics information across the DAU knowledge-based enterprise.

45 TWO YEARS ON: DAU PRODUCT SUPPORT TOOLS CONTINUE TO GROW Working with the office of the Deputy Assistant Secretary of Defense for Materiel Readiness staff, DAU faculty and staff continued populating the DoD Product Support Analytical Tools database on the DAU Acquisition Community Connection. The Web site catalogs 400 interdisciplinary DoDowned and commercial product support modeling, simulation, and analysis tools and related data sources. This repository, which was initially launched in April 2012, hosts a variety of tools and data sources to assist Defense Acquisition Workforce members with facilitation for product support modeling, simulation, management, analysis, assessment, evaluation, and logistics product data management. Each tool includes a description, the processes and Integrated Product Support Element(s) the tool or data source supports, Services that use the tool or data source, whether the tool is available at no-cost to DoD users, and ways to view additional information about each tool or data source. In the two years the database has been available, the site has had more than 211,000 individual page views. FEDERAL NEWS RADIO INTERVIEW ON SMART SHUTDOWN YIELDS BIG RESULTS Federal News Radio host Francis Rose discussed the Smart Shutdown initiative with DAU Professor of Acquisition Program Management and Systems Engineering John Adams on the station s In Depth radio newscast April 16. The discussion covered DAU s Smart Shutdown Guidebook and its usefulness as a tool to assist program managers who have been directed to curtail or cancel their acquisition programs. Adams highlighted personnel and requirements realignment as two critical elements of the Smart Shutdown program that must be addressed in any efficient and effective program closeout or termination, along with technology, facilities, contracts, and budget. Since the broadcast, DAU has seen an increase in visits to the Smart Shutdown Special Interest Area on the Acquisition Community Connection. The guidebook is available for download under the Publications tab on the DAU Web site ( Knowledge Sharing 045

46 DAU MID-ATLANTIC HOSTS DEFENSE INDUSTRY 101 WEBINAR FOR NEW WORKFORCE MEMBERS DAU s Mid-Atlantic Region conducted a Defense Industry 101 webinar May 15. The goal of the webinar, which targeted Level I and II acquisition professionals with little or no industry experience, was to provide participants a better understanding of the defense industry and what drives its behavior. More than 350 individuals participated from multiple locations, including the Defense Contract Management Agency (DCMA), Naval Air Systems Command (NAVAIR), Space and Naval Warfare Systems Command (SPAWAR), Naval Air Warfare Center Aircraft Division (NAWC AD), Naval Air Warfare Center Weapons Division (NAWC WD), Naval Surface Warfare Center (NSWC), and Air Combat Command s Acquisition Management and Integration Center (AMIC). ACC Members and Contributions The Acquisition Community offers Defense Acquisition Workforce members with an opportunity to interact online and share knowledge and experience pertinent to tasks they may encounter. Members take advantage of the Community of Practice (CoPs) to contribute to various forums. During FY14, 131,104 members of the Defense Acquisition Workforce made 64,538 knowledge contributions accessible to all defense acquisition workforce professionals. 046 Defense Acquisition University 2014 Annual Report

47 HIRSCH RESEARCH AWARD RECOGNIZES EXCELLENCE IN RESEARCH Defense Acquisition University Alumni Association supports and promotes research in the acquisition field and recognizes exemplary works, annually, through the presentation of the Hirsch Research Paper Competition. In FY14, former DAU Senior Service College Fellow Eileen Whaley and DAU Professor of Financial Management Dana Stewart were the sole winners. Their study focused on the long-term impacts the development and fielding of the Mine-Resistant Ambush-Protected Vehicle had on the wars in the Middle East and the acquisition processes. Their paper, entitled It s a New World Out There: The Next 10 Years! examined current policies, procedures, processes, and required actions used to bring a program from fulfilling an urgent need to a Program of Record with emphasis on capabilities development for rapid transition. DAU FACULTY PRESENTED RESEARCH PAPERS AT THE DEFENSE ACQUISITION RESEARCH SYMPOSIUM DAU faculty presented three research papers at the 11th Annual Defense Acquisition Research Symposium in Monterey, California, sponsored by the Armed Forces Communication and Electronics Association (AFCEA) in conjunction with the Naval Postgraduate School. This year s symposium, Creating Synergy for Informed Change, included 22 separate acquisition panels and featured a keynote address by the Honorable Frank Kendall, USD(AT&L). DSMC Dean Roy Wood presented a paper entitled, A Comparison of Government and Industry Program Manager Competencies. DAU West Region Associate Dean Rob Tremaine and Ms. Donna Seligman reported on their research in Learning Organizations: Their Importance to Systems Acquisition in DoD. Major Toby Edison presented Analyzing Patents Generated by SBIR Firms. The objective of the Defense Acquisition Research Symposium is to showcase important applied research focused on improving defense acquisition outcomes. ARTICLES PUBLISHED BY DAU FACULTY Path from Urgent Operational Need to Program of Record by Eileen P. Whaley and Dana Stewart Applications of Should Cost to Achieve Cost Reductions by Dr. Mark Husband Let s Fix this Red Program by Brian Schultz A Chance to Alpha-Innovate in Program Management by Lt. Col. Ann Wong The Defense Life-Cycle Logistics Journey by Bill Kobren U.S.-Coalition Forces and Host Nations DOTmLPF-P for Contingency Procurements by Darren W. Rhyne Are You Truly All In? Achieving Program Management Success by John Mueller Application of the Integrated Product Support Elements by the F-35 Joint Program Office by David Floyd and Monica Reyes Your GPS for DoD Product Support: The DoD Integrated Product Support Implementation Roadmap by Mary Ryan Critical Thinking: A Missing Ingredient in DoD s Acquisition (Education) System by Sean M. Frisbee and Scott Reynolds Cybersecurity Challenge for Program Managers by Steve Mills and Rob Goldsmith Scheduling and SVTs: Rx for Efficiency by Lynnetta Babuchiwski, Matthew Wilkinson, Kelli Coon, Mike Kotzian, Duane Mallicoat Naval Aviation Costs Targeting Operations and Support by Capt. Robert Farmer, Capt. Keith Nixon, Capt. Brian Jacobs, CDR Craig Owen, Aubrey Dennis, Michael Berkin, Roy Lancaster, Tim Simpson, Duane Mallicoat Where Sustainment Meets Deployed Forces: Do You Really Know Who s Going to Maintain Your Aircraft and Where It s Going to be Maintained? by CDR Mark Nieto, Ann Wood, Mike Kotzian, Duane Mallicoat Stakeholder Needs and Expectations: Planning Your Agile Project and Program Metrics by William A. Broadus III Knowledge Sharing 047

48 PARTNERSHIPS 048 Defense Acquisition University 2014 Annual Report

49 Partnerships 049

50 CON 090 RECOGNIZED AS PREPARATORY COURSE FOR CFCM, GRADUATES ELIGIBLE TO SIT FOR EXAM DAU updated its partnership with National Contract Management Association (NCMA) for Educational Collaboration, July 14, 2014, specifically to allow CON 090 Fundamentals of Contracting graduates to sit for the Certified Federal Contracts Manager (CFCM) certification exam immediately after completion of the course. NCMA is dedicated to the professional growth and educational advancement of procurement and acquisition personnel worldwide. In accordance with the agreement, NCMA will immediately award CFCM certification to CON 090 graduates who have one year of contracting experience and have passed the CFCM certification exam; CON 090 graduates who successfully complete the exam but do not have one year of contracting experience will be awarded CFCM certification upon meeting the one-year contracting time requirement. NCMA CFCM certification validates the education, training, experience, and knowledge of the Federal Acquisition Regulation for contracting workforce professionals. Additional information on the DAU- NCMA strategic partnership and the CFCM can be found on the NCMA partnership page. 050 Defense Acquisition University 2014 Annual Report

51 Partnerships 051

52 DAU PARTNER STEVENS INSTITUTE OF TECHNOLOGY DEVELOPS AND PILOTS CRITICAL POST-LEVEL III LEADERSHIP COURSES FOR WORKFORCE Strategic partner Stevens Institute of Technology developed three courses focused on Post-Level III technical leadership, filling a significant gap in training of technical leaders. The first, SYS 350A was delivered in and focused on Systems Level Training, preparing students to be IPT leads on Major Defense Acquisition Programs and Major Automated Information Systems. SYS 350B, delivered in December 2013, covered Business Acumen, preparing students to work together with industry before being assigned to key leadership positions. During the week of March 17 21, DAU conducted a Technical Leadership Development Training (SYS 350C) pilot for 22 students at the Fort Belvoir campus. The focus of SYS 350C is at the enterprise level, preparing students to interact effectively with Service-level and DoD senior leadership. Stevens Institute of Technology developed these courses under the auspices of the Systems Engineering Research Center (SERC). SERC is a DoD university-affiliated activity that leverages the research and expertise of senior lead researchers at 20 universities and not-forprofit research organizations throughout the United States. DELOITTE CONSULTING, LLP President James Woolsey signed a strategic partnership agreement with Charles Wald, vice chairman of Deloitte Consulting, LLP. The goal of this relationship is to promote the understanding and improvement of performancebased logistics and supply chain practices, which in turn enhances government and contractor communication and collaboration. Deloitte is a world renowned professional services firm that provides audit, consulting, corporate finance, enterprise risk, and tax services. 052 Defense Acquisition University 2014 Annual Report

53 AMERICAN UNIVERSITY DAU and American University School of Public Affairs Key Executive Leadership Programs established a partnership January 1, American University, based in Washington, D.C., agreed to the partnership to increase the exposure and accessibility of their Key Executive Programs to the Defense Acquisition Workforce. Workforce members can apply DAU-earned credits to graduate-level degrees at American University, increasing the quantity and quality of educational opportunities available to them as they fulfill their requirements for training and education. A full list of the requirements and credit transfers is available on the American University Web site. SAINT LEO UNIVERSITY DAU Vice President James McMichael signed a strategic partnership agreement with Arthur Kirk, Jr., president of Saint Leo University (SLU), March 11, 2014, that would allow DAU students to transfer credits into SLU provided they meet the SLU admissions requirements as stated in the SLU catalog. UNIVERSITY OF THE POTOMAC DAU Vice President James McMichael signed a strategic partnership with University of the Potomac (UOTP), August 13, UOTP is an institution of higher education located in Washington, DC, and Vienna, VA. It offers certificates, Associate of Science, Bachelor of Science and graduate degrees in accounting, international business, government contract management, business, digital forensics, and information technology. Under this partnership, UOTP will grant credit for DAU courses as approved by American Council on Education (ACE) or by consideration and approval by UOTP. University credit also may be awarded for learning experiences derived from training programs or work experience if properly documented and/or are ACE approved. Partnerships 053

54 DAU-HOSTED IDEAA SEMINAR BRINGS TOGETHER INTERNATIONAL ACQUISITION LEADERS DAU hosted the 24th International Defense Educational and Acquisition Arrangement (IDEAA) Seminar, April 14 16, with the theme, International Acquisition Programs: Benefits, Future How Do We Train for Success? IDEAA is made up of representatives from the United States, United Kingdom, Germany, France, Spain, Sweden, and Australia. The seminar featured speakers, panels, and seminar sessions for information exchange and feedback. The Honorable Katharina McFarland, assistant secretary of defense for acquisition (ASD(A), and President James Woolsey delivered keynote addresses and welcomed approximately 50 attendees, including representatives of the sponsoring nations and Canada, Norway, and the Netherlands. The IDEAA seminar seeks to improve the economy, efficiency, and effectiveness of international acquisition education and training. UNITED KINGDOM MINISTRY OF DEFENCE Les Mosco, UK Ministry of Defence (MoD), Commercial Head of Profession visited Fort Belvoir; President James Woolsey hosted the visit. Mosco demonstrated a keen interest in considering changes to UK MoD s acquisition structure and providing more professional training. COLOMBIAN CHIEF OF DEFENSE 054 General Juan Pablo Rodriguez Barragán, Colombian Chief of Defense, and delegation met with DAU President James Woolsey and selected faculty at DAU. General Rodriguez stated his concerns with the Colombian acquisition organization and processes, and requested that further information be shared to assist with the institutional changes needed to improve their acquisition system and acquisition corps. Defense Acquisition University 2014 Annual Report

55 ROYAL SAUDI NAVY Rear Admiral Hassan Al-Osaimi, Chief of Staff for Logistics and Supply, and members of his staff visited DAU at Fort Belvoir. The Royal Saudi Navy visitors expressed interest in accessing DAU online learning assets and pursuing in-country DAU tailored management training for their technical personel on a fee-for-service basis. SWISS FEDERAL DEPARTMENT OF DEFENCE, CIVIL PROTECTION, AND SPORT The Swiss Federal Department of Defense was interested in the approach DAU uses in providing training to the Defense Acquisition Workforce. The briefing during the visit covered the DAU mission, DAWIA and certification, all aspects of the performance learning model, and potential collaborative opportunities. JAPANESE MINISTRY OF DEFENSE Toru Hotchi led a delegation from the Japanese Ministry of Defense on a visit to Fort Belvoir. Topics discussed included DAU s mission, DAWIA, DAU s training architecture, and delivery of acquisition training. AUSTRALIAN DEFENCE MATERIEL ORGANIZATION PROJECT MANAGER DAU maintains strategic relationships with allied international defense organizations for the mutual benefit of each country. Numerous international representatives visited DAU throughout FY14. Rino Carrera, Joint Identification Friend or Foe Project Manager in the Australian Defence Materiel Organisation, visited DAU. Carrera, a graduate of both PMT 401 and PMT 402, met with members of DAU leadership to discuss several topics including the future path for U.S. defense acquisition, the impact of DAU s consulting efforts in forming the baseline for the Australian Program Manager s Certification Framework, participation in the IDEAA, and how to access DAU learning content via Foreign Military Sales cases. Partnerships 055

56 056 COLLEGES AND UNIVERSITIES Alabama A&M University, Huntsville, AL Alliant International University, San Diego, CA American Graduate University, Covina, CA American Intercontinental University, Schaumberg, IL American University, Washington, DC Athens State University, Athens, AL Averett University, Danville, VA Baker College, Flint, MI Bellevue University, Bellevue, NE Bethune-Cookman College, Daytona Beach, FL Bisk Education, Tampa, FL Boston University, Boston, MA Capella University, Minneapolis, MN Catholic University of America, Washington, DC Central Michigan University, Mount Pleasant, MI Central State University, Wilberforce, OH Clark State Community College, Springfield, OH Cleary University, Howell, MI Columbia Southern University, Orange Beach, AL Davenport University, Grand Rapids, MI DeVry University, McLean, VA Duke University, Durham, NC Eastern Iowa Community College District, Davenport, IA Eastern Michigan University, Ypsilanti, MI Embry-Riddle Aeronautical University, Daytona Beach, FL Empire State College, Saratoga Springs, NY Excelsior College, Albany, NY Florida Atlantic University, Boca Raton, FL Florida State College at Jacksonville, Jacksonville, FL Florida Institute of Technology, Melbourne, FL George Mason University, Fairfax, VA Georgetown University, Washington, DC George Washington University, Washington, DC Georgia Institute of Technology, Atlanta, GA Grambling State University, Grambling, LA Grantham University, Kansas City, MO Hampton University, Hampton, VA Historically Black Colleges and Universities/Minority Institutions Research Alliance, Daytona Beach, FL Howard University, Washington, DC Indiana Wesleyan University, Marion, IN J.F. Drake State Technical College, Huntsville, AL Jacksonville State University, Jacksonville, AL Kaplan University, New York, NY Kellogg Community College, Battle Creek, MI Kentucky State University, Frankfort, KY Lawrence Technological University, Southfield, MI Macomb Community College, Warren, MI Macon State College, Macon, GA Macon State College, Macon, GA; Robins Air Force Base, GA; and Aerospace Industry Committee (AIC), Warner Robins, GA Massachusetts Institute of Technology, Cambridge, MA Defense Acquisition University 2014 Annual Report STRATEGIC PARTNERS Missouri University of Science and Technology, Rolla, MO Mott Community College, Flint, MI National-Louis University, McLean, VA National University, San Diego, CA Northern Virginia Community College, Alexandria, VA Oakwood College, Huntsville, AL Oakland University, Rochester, MI Old Dominion University, Norfolk, VA Park University, Parkville, MO Pennsylvania State University, University Park, PA Regent University, Virginia Beach, VA Saint Leo University, Saint Leo, FL Sinclair Community College, Dayton, OH Southern Methodist University, Dallas, TX St. Ambrose University, Davenport, IA Stanford University, Stanford, CA Stevens-Henager College, Ogden, UT Stevens Institute of Technology, Hoboken, NJ Strayer University, Woodbridge, VA Thunderbird School of Global Management, Glendale, AZ TUI University, Cypress, CA Tulane University, New Orleans, LA Tuskegee University, Tuskegee, AL U.S. Air Force Academy, Colorado Springs, CO University of Alabama Huntsville, Huntsville, AL University of Alaska Anchorage, Anchorage, AK University of California Irvine, Irvine, CA University of California Los Angeles, Los Angeles, CA University of Dayton, Dayton, OH University of Fairfax, Vienna, VA University of Kentucky, Lexington, KY University of Management and Technology, Arlington, VA University of Mary Washington, Fredericksburg, VA University of Maryland University College, Adelphi, MD University of Michigan Dearborn, Dearborn, MI University of New Mexico, Albuquerque, NM University of Notre Dame, Notre Dame, IN University of Phoenix, Phoenix, AZ University of the Potomac, Washington, DC University of Tennessee Knoxville, Knoxville, TN University of San Francisco, San Francisco, CA University of Virginia Northern Virginia Center, Falls Church, VA University of West Florida, Pensacola, FL Villanova University, Villanova, PA Webster University, St. Louis, MO Western Illinois University, Macomb, IL Wilberforce University, Wilberforce, OH Wisconsin Academic Advanced Distributed Learning (ADL) Co-Laboratory, Madison, WI Wright State University, Dayton, OH GOVERNMENT Academic Advanced Distributed Learning (ADL) Co-Lab, Alexandria, VA

57 Air Force Center for Systems Engineering, Wright-Patterson AFB, OH Air Force Institute of Technology, School of Systems and Logistics (AFIT/LS), Wright-Patterson AFB, OH Air Force Space and Missile Systems Center, Los Angeles, CA Anniston Army Depot, Anniston, AL Army and Air Force Exchange Service, Dallas, TX Army Logistics University, Fort Lee, VA Assistant Deputy Under Secretary of Defense for Supply Chain Integration, Washington, DC Aviation and Missile Command (AMCOM), Huntsville, AL Committee for Purchase from People Who Are Blind or Severely Disabled/AbilityOne Program, Arlington, VA Defense Contract Management Agency Dallas, Dallas, TX Defense Contract Management Agency Detroit, Detroit, MI Defense Information Systems Agency (DISA), Arlington, VA Defense Institute of Security Assistance Management, Wright-Patterson AFB, OH Defense Logistics Agency, Fort Belvoir, VA Department of Homeland Security, Washington, DC Department of Veterans Affairs Acquisition Academy, Frederick, MD Federal Acquisition Institute, Fort Belvoir, VA Federal Prison Industries, Inc./UNICOR Program, Washington, DC General Services Administration (GSA) Federal Acquisition Service (FAS), Arlington, VA Ground-Based Midcourse Defense, Huntsville, AL Industrial College of the Armed Forces, Washington, DC Joint ADL Co-Lab, Orlando, FL Joint Depot Maintenance Activities Group (JDMAG), Wright-Patterson AFB, OH Logistics Support Activity (LOGSA), Huntsville, AL National Geospatial-Intelligence Agency, Springfield, VA National Reconnaissance Office, Chantilly, VA National Security Agency (NSA), Fort Meade, MD National Security Space Institute, Colorado Springs, CO National Technical Information Service, Springfield, VA Program Executive Office, Aviation, Huntsville, AL Program Executive Office, Missiles and Space, Huntsville, AL Small Business Administration, Washington, DC Software Engineering Institute, Colorado Springs, CO Space and Missile Defense Command, Huntsville, AL Standard Procurement System (SPS), Fairfax, VA U.S. Army Defense Ammunition Center, McAlester, OK U.S. Army Space and Missile Defense Command, Huntsville, AL U.S. Army TACOM Life Cycle Management Command, Warren, MI U.S. Army Tank Automotive Research, Development and Engineering Center, Warren, MI U.S. Coast Guard, Washington, DC U.S. Department of Energy Environmental Management, Washington, DC The Vice Admiral James B. Stockdale Center for Ethical Leadership, U.S. Naval Academy, Annapolis, MD Warner Robins Air Logistics Center, Robins AFB, GA INDUSTRY Acquisition Solutions, Inc., Arlington, VA Aerojet Rocketdyne, Inc., Rancho Cordova, CA Aerospace Industry Committee, Warner Robins Area American Systems Corp., Chantilly, VA BAE Systems, Bethesda, MD Becker Professional Education, Oakbrook Terrace, IL Boeing Co., Hazelwood, MO Cisco Learning Institute, Phoenix, AZ Chamber of Commerce, Warner Robins, GA C/S Solutions, Inc., Spring, TX Dekker Ltd., Reston, VA Deloitte Consulting, LLP, Arlington, VA ESI International, Inc., Arlington, VA Frontier Technology, Inc., Beavercreek, OH IBM, Bethesda, MD Institute for Defense and Business, Chapel Hill, NC IP Solutions, LLC, San Mateo, CA Jacobs Technology, Inc., Dumfries, VA Josephson Institute of Ethics, Los Angeles, CA Leadership Huntsville/Madison County, Huntsville, AL Lockheed Martin Corp., Bethesda, MD ManTech University, ManTech International Corp., Fairfax, VA Northrop Grumman Corp., Irving, TX Rational Brand Services, Division of IBM, McLean, VA Raytheon Co., Lexington, MA Rockwell Collins, Cedar Rapids, IA Systems and Software Consortium, Inc., Herndon, VA INTERNATIONAL Defence Materiel Organisation, Australia International Centre for Complex Program Management, Australia International Defense Educational and Acquisition Arrangement Britain, Germany, France, Spain, Sweden, and Australia PROFESSIONAL ORGANIZATIONS American Society of Military Comptrollers, Alexandria, VA Armed Forces Communications & Electronics Association (AFCEA) International, Fairfax, VA Association for the Advancement of Cost Engineering (AACE) International, Morgantown, WV BMP Center of Excellence, College Park, MD College of Performance Management, Reston, VA Contract Services Association, Arlington, VA International Council on Systems Engineering (INCOSE), Seattle, WA The International Society of Logistics (SOLE), Hyattsville, MD International Test and Evaluation Association, Fairfax, VA National Contract Management Association (NCMA), McLean, VA Professional Services Council, Arlington, VA Project Management Institute, Newtown Square, PA SAE International, Troy, MI New partnerships signed in FY14 are in bold text. Partnerships 057

58 RESOURCES 058 Defense Acquisition University 2014 Annual Report

59 Resources 059

60 LEARNING HOURS DELIVERED In FY14, DAU provided the acquisition community with 8.5M learning and development hours. Of this total, 5.1M hours of formal training were provided, including 2.4M hours in a classroom setting and 2.7M hours through e-learning. While this figure alone is significant and demonstrates DAU s commitment to providing required formal training, it becomes even more significant when combined with the 3.4M hours of additional learning assets that were delivered in the workplace and at home through consulting, rapid deployment training, targeted training, online continuous learning modules, and the Acquisition, Technology, and Logistics (AT&L) knowledge sharing assets. (Note: The decrease in knowledge sharing hours for FY13 and FY14 reflects a change in the algorithm by which this metric is computed.) Cost per Learning Hour DAU s cost per learning hour is consistently lower than the industry standard of learning hour costs, as represented by the ATD benchmark. *Note ATD did not provide any data for FY05 or FY Defense Acquisition University 2014 Annual Report

61 DAU FACULTY DAU faculty members possess expertise across every career field. Recruited from the military, other Government agencies, and industry, DAU s faculty members leverage their extensive backgrounds to develop and deliver meaningful learning assets that help provide the foundation for the future of the Defense Acquisition Workforce. The faculty s areas of expertise are: Acquisition and Program Management 31% Contracting 27% Technical Management 12% Logistics 10% Business 7% Other 13% DEFENSE ACQUISITION WORKFORCE There were 150,465 members in the Defense Acquisition Workforce in FY14. Army 37,342 (25%) Navy 53,685 (36%) Air Force 34,395 (23%) Defense Agencies 25,043 (16%) The Defense Acquisition Workforce DAU is the premiered training organization for more than 150,000 members of the Defense Acquisition Workforce. Defense acquisition professionals in 14 career fields are able to receive the training they need at regional DAU campuses, extended learning sites, or through online courses and Continuous Learning Modules. Resources 061

62 DAU WELCOMES NEW PRESIDENT DAU welcomed Mr. James P. Woolsey as president in January. He was sworn in by Under Secretary of Defense for Acquisition, Technology, and Logistics Frank Kendall in a ceremony February 19 at the Pentagon. He previously served as the first deputy director for performance assessments (PA) in the office of Performance Assessments and Root Cause Analyses (PARCA). In standing up the PA organization, he created the processes and practices that allowed it to perform its statutory responsibility of assessing the progress of all Major Defense Acquisition Programs. Mr. Woolsey was previously an assistant director in the Cost Analysis and Research Division of the Institute for Defense Analyses. His responsibilities included management of the division s cost analysis and research, and leadership of a wide range of cost and acquisition studies. Mr. Woolsey also served on a Defense Science Board Task Force on long-range strike. Mr. Woolsey s other previous positions include service as a structures engineer for F/A-18 aircraft at Naval Air Systems Command, and work as an engineer for Lockheed Martin airlift programs. Mr. Woolsey has a bachelor of science in aerospace engineering from Virginia Polytechnic Institute and State University, a master s in business administration from George Mason University and was a fellow in the Massachusetts Institute of Technology Seminar XXI on International Relations. NEW ASSOCIATE DEAN FOR ACADEMICS SELECTED AT CCM Michel Jimerson was selected to be the associate dean for academics of the College of Contract Management (CCM). Jimerson joined DAU in 2010 and since that time has supported the university with a variety of strong accomplishments. He has been a professor of life-cycle logistics management at DAU South, and also a learning asset manager and certified FPD 100 instructor. In 2011 he received the Corporate Award for Teaching Band A. Since July 2013, Jimerson has been the CCM s center director for engineering, analysis and portfolio management/integration. Jimerson is a 20-year Army veteran with a variety of experience in aviation, education, and command while in uniform. He also has experience as a distribution center manager in the Target Corporation. NEW ASSOCIATE DEAN OF OUTREACH AND MISSION ASSISTANCE MID-ATLANTIC Mike Paul, former program manager for PMA-281 (Strike Planning and Execution Systems Program Office) and PMA-203 (Sigma and Manufacturing Resource Planning Office) was selected as Mid-Atlantic s associate dean for outreach and mission assistance. He was an EP- 3E pilot for 15 years before joining the acquisition community, and he has experience with program management, systems engineering, and software intensive systems. 062 Defense Acquisition University 2014 Annual Report

63 DAU SELECTS FACULTY FOR THE 2014 STUDIES WITH INDUSTRY PROGRAM Annually, DAU faculty members are selected to participate in the Studies with Industry Program. Selectees attend a week-long program offered by Boeing, Lockheed Martin, or Raytheon. These programs combine lecture, practical application, and lively discussion of case studies on topics essential to effective program management in support of industry business objectives. These professional development opportunities allow DAU faculty to learn about industry trends, interact with industry colleagues to share experiences, and develop a peer network that reaches across geographical and business boundaries. The selectees for the 2014 Studies with Industry Program are: Boeing Program Manager s Workshop: Michael Falvey (CNE), Matt Ghormley (DSMC), John Specht (MWT), Dave Treshansky (STH) Lockheed Martin Program Management Institute: Michael Bohn (DSMC), Douglas Constant (WST), Kevin Crabbe (WST), Jan Kinner (MWT), Paul Mallon (MAT), Steve Mills (STH), Ric Nordgren (CNE), Rajiv Verma (MWT), Nathan Washington (LCIC) Raytheon Principles of Program Leadership: Chuck Court (DSMC), Robert Lord (STH), Candice Murray (CNE), Dave Riel (MWT), Stan Rosen (WST), Brian Schultz (MAT) 2014 EMERGING LEADER CLASS GRADUATES DAU s fourth annual Emerging Leader Program commenced at the DAU Fort Belvoir campus December 3 5, Ten staff members from across DAU completed the program in 2014: NL Allen (West Region), Brian Chriswell (Midwest Region), Nathan Lewis (Operations Department), Katherine Miglin (DSMC), Nelly Navia (Capital and Northeast Region), Erica Nixon (Mid-Atlantic Region), Sam Parks (South Region), Digna Robinson (Human Resources Office), Consuala Spencer (Information Technology), and Valerie Swanson (South Region). The Emerging Leader Program provides experience and knowledge that fosters professional and personal growth for full-time, nonprobationary DAU staff employees or learning support faculty. Self-paced and blended, the program uses e-learning courses, classroom learning, and self-study assignments that allow participants to tailor the program to fit their developmental needs while still performing their normal workload in fulfillment of DAU s mission. Resources 063

64 ORGANIZATION 064 Defense Acquisition University 2014 Annual Report

65 BOARD OF VISITORS The Board of Visitors (BoV) consists of members selected for their preeminence in academia, business, and industry to advise the USD(AT&L) and the president of DAU. GEN William Tuttle, Jr., USA (Ret.) Chairperson Maj. Gen. Erv Lessel, USAF (Ret.) Director Deloitte Consulting Brig. Gen. Michael Brogan, USMC (Ret.) Senior Vice President ManTech International Corp. VADM Walter Massenburg, USN (Ret.) Senior Director, Mission Assurance Business Execution Raytheon Integrated Defense Systems Mr. Curtis Gray Senior Vice President, Human Resources BAE Systems Mr. Christopher Raymond Vice President, Business Development and Strategy The Boeing Co. Mr. Michael Joyce Senior Vice President, Operations and Program Management Lockheed Martin Corp. Dr. Allison Rossett Professor Emerita San Diego State University Mr. Norman Kamikow President and Editor-in-Chief MediaTec Publishing, Inc. Gen. Ronald Yates, USAF (Ret.) Consultant Resources 065

66 Joanne Schoonover Dean Darlene Urquart Associate Dean (AA) Vance Gilstrap Associate Dean (O/MA) Michael Skaines Director of Operations Aberdeen Proving Grounds (APG) DISA DLA DTRA Federal Government agencies Fort Belvoir Hanscom AFB MARCORSYSCOM MCB Quantico National Capital Area NAVSEA NGA NSA Pentagon TRICARE CAPITAL AND NORTHEAST REGION FORT BELVOIR, VIRGINIA In 2014, the Capital and Northeast (CNE) Region delivered world-class training and consulting to the Defense Acquisition Workforce and other Federal government customers. Teaching, curriculum development, mission assistance, and research all saw major accomplishments. With more than a dozen regular teaching locations, we delivered 647 resident and online courses, graduating 46,622 acquisition professionals. During FY14, we conducted one of the largest curriculum development and update efforts in recent history. We successfully piloted and fielded the two-week LOG 365, Executive Product Support Managers course, with its focus on casebased scenarios, critical thinking, and financial implications of sustainment decisions. CNE faculty members are leading the development of the new ENG 301, Leadership in Defense Engineering Systems class, and helping rewrite the entire information systems and software acquisition curriculum. Our financial management department developed and delivered three new targeted training classes in response to requests by our Army and Navy customers. We also established a new operating location at Hanscom Air Force Base, Massachusetts, to serve Air Force customers in the area better. Our Aberdeen Proving Ground, Maryland, operating location continued to host the Senior Service College Fellowship program, graduating eight fellows. Our faculty and staff provided unprecedented levels of innovative and responsive mission assistance to 45 Major Defense Acquisition/Major Automated Information Systems and a host of other programs. We conducted five Acquisition Program Transition Workshops and 13 Service Acquisition Workshops, supporting customers at NAVSEA, MARCORSYSCOM and several Army PEOs. We supported flag/general officers/ senior executives through Defense Acquisition Executive Overview Workshops and we also delivered engineering management, stakeholder relationship, and source selection workshops. We provided a Navy customer an analysis of organizational effectiveness and acquisition processes. This deep dive gave the commander critical insights and useful recommendations, receiving his highest accolades. Our consistent exceptional customer reviews are indicative of the many talents and selfless efforts of the CNE team. CNE community outreach programs continued to thrive as we partnered with Marines from Marine Corp Base Quantico, Virginia, in their community Toys for Tots program, participated in the Prince William County DoD education effort, and conducted science, technology, engineering and mathematics (STEM) workshops for multiple high schools. Several of our faculty published articles in Defense AT&L magazine. We received a Telly Award for the video CNE Customers Speak. Additionally, one CNE professor earned a U.S. patent related to brainwave research with applications to knowledge management. In all, 2014 was a banner year and we are well positioned for even greater achievements in Joanne Schoonover 066 Defense Acquisition University 2014 Annual Report

67 Scott ILG Acting Dean Mike Paul Associate Dean (O/MA) Jerome Collins Associate Dean (AA) MID-ATLANTIC REGION CALIFORNIA, MARYLAND Susie Wallace Director of Operations NAVAIR PEO (A), PEO (U&W), PEO (T) NAVAIR/FRC Cherry Point SPAWAR NAVFAC Langley AFB TRADOC TAPO Joint Services, Military Sealift Command, Navy Shipyard Norfolk DLA DCMA NATO USAREUR USAFE NSWC Dahlgren Ft. Eustis MICC NGIC MDA Relentless commitment and professionalism from the staff and faculty of the DAU Mid-Atlantic Region resulted in mission success and continued growth in high-impact areas of support to our customer base. Faculty and staff from each of our regional sites contributed to our primary core competency through successful delivery of 306 distinct course offerings, resulting in the graduation of 27,116 resident and distance learning students. The region continued to explore various methods for delivering our training products to provide an efficient and effective learning environment. Virtual offerings of LOG 201 and ACQ 201B and flipped versions of FE 301 and ACQ 201B were provided to allow students an opportunity to attend the courses while reducing or eliminating travel costs and time away from their home stations. DAU Mid-Atlantic fielded paperless resident offerings, as well as classes that encouraged students to bring their own devices. These efforts reduced costs and increased productivity and innovation as the students were more comfortable and familiar with their own personal devices. Mission assistance was a strong growth area for the region during FY14. The Mid-Atlantic Region successfully capitalized on the existing foundation with the regional customer base to expand our support to customers at their point of need. We continued our focus of providing mission assistance with the purpose of positively influencing acquisition outcomes and increasing regional capability to our stakeholders. As a result, the region saw an increase in the demand for DAU engagement to include program document reviews, team effectiveness surveys, and program workshops, as well as cohort and intact team-training events using collaborative group-facilitation tools. Of note, the use of intact training to address program office challenges has been greeted enthusiastically by our customers. We continued the tradition of supporting knowledgesharing events by partnering with the acquisition workforce to provide webinars on technical readiness assessments, diminishing manufacturing sources and material shortages, Department of Defense (DoD) Instruction (DoDI) updates, and many other critical topics. The region sponsored Hot Topic Forums, chaired panel discussions, and partnered with local chapters of the National Contract Management Association, Society of Military Engineers, and the International Society of Logistics as part of our efforts to offer training opportunities to Defense Acquisition Workforce members The region continues to hit above our weight in supporting enterprise initiatives and responding to approximately 29,000 workforce members in our area of responsibility. With continued stress on defense budgets, fewer program start-ups, and an acquisition workforce in flux, opportunities are ever present for the region to assist the acquisition workforce with their training needs as well as facilitate highimpact acquisition engagements. The region continues to focus on effectively growing the capabilities of the faculty and staff to ensure that we can add value to the supported program teams and meet the challenges facing our regional customer base. Scott Ilg Resources 067

68 Mark Lumb Dean Rick Dowling Associate Dean Academics SOUTH REGION HUNTSVILLE, ALABAMA Jack Cain Associate Dean Outreach & Mission Assistance (Acting) Gary Byrum Director of Operations Army Materiel Command Missile Defense Agency Army Contracting Command Eglin AFB Army Expeditionary - USAF PEO Weapons Contracting Command MacDill AFB US Army Space and Missile - USSOCOM Defense Command - USCENTCOM US Army PEO Aviation Robins AFB US Army PEO Missiles Tinker AFB & Space US Army PEO STRI, Orlando US Army Aviation and USAF PEO Business Missile Command Enterprise Systems, Montgomery US Army Security Assistance Command US Army Research Development & Engineering Center FY14 proved to be a year of significant change, as well as one of continued excellence, service, and achievement for DAU s South Region. On the leadership front, a new associate dean for academics, Mr. Rick Dowling, was installed after the longtime incumbent, Mr. Marshall Eubanks, retired following 12 years of service in various key positions at DAU South. We delivered 422 classroom and 42 separate distance learning course offerings, graduating more than 35,000 students. DAU South also delivered 67 different classroom course offerings at 12 different customer locations simultaneously achieving significant savings on student travel while efficiently and effectively delivering value-added training. The South Region continued to support our acquisition customers and the acquisition workforce through the timely delivery of diverse, high-quality mission assistance: more than 100 active customer projects spanned the three Armed Services, multiple Department of Defense (DoD) agencies and several non-dod federal agencies. This year, we also continued to make significant contributions in research and publication our faculty are regular contributors to both the Defense AT&L and ARJ magazines and every Senior Service College Fellowship participant produces a research paper comparable to a master s thesis. Additionally, faculty members published several articles in professional publications and trade journals including those of the National Contract Management Association and the Independent Cost Estimators Association. In a continuation of one of FY13 s most exciting and promising developments, faculty at the Eglin Air Force Base satellite campus developed a 4-day Source Selection Training Simulation (SSTS) to train intact source selection teams. The SSTS employs an innovative use of the Acquisition Community Connection as the course platform to provide students an immersive, intact team experience as they conduct a mock source selection. During FY14, several instructor pilots and offerings for real-world customers were highly successful. The product-based narrative is mature and ready for rollout across the DAU enterprise, and a services-based narrative is under development and planned for deployment. Additionally, the Lunch and Learn program initiated by DAU South went enterprise-wide with the standup of the Lunch and Learn IPT and the rollout of the plan to make Lunch & Learn a DAU initiative, not just a South Region program. Our active support of community projects continues to be a point of pride with strong support of nontraditional initiatives like the science, technology, engineering and mathematics (STEM) outreach to local schools. In FY14, DAU South sponsored numerous STEM activities in the Tennessee Valley after launching a forum to help coordinate the activities of local STEM supporters. I m very excited about FY15, as we expect to launch an engineering management-oriented workshop to train local educators who can then spread the knowledge at their individual schools. As much as things change, though, one thing does not our continued support of the Wounded Warrior Program. We remain engaged and connected in this very special part of the overall community, a visceral reminder of why DAU is a great place to serve. Mark Lumb 068 Defense Acquisition University 2014 Annual Report

69 AFMC AFLCMC TACOM LCMC Rock Island Arsenal USTRANSCOM USSTRATCOM Travis Stewart Dean Carl Hayden Associate Dean (AA) Vishnu Nevrekar Associate Dean (O/MA) Sylvester Hubbard Director of Operations MIDWEST REGION KETTERING, OHIO The Midwest Region s performance in FY14 continued to demonstrate DAU s commitment to excellence. Our expert faculty and staff consistently provided world-class, innovative, and responsive career-long learning. Their outstanding performance enabled the Defense Acquisition Workforce to develop, deliver, and sustain effective and affordable warfighting capabilities. Our superb learning environment offers modernized telecommunication and classroom learning capabilities in the Region s four locations (Kettering, Ohio; Sterling Heights, Michigan; Columbus, Ohio; and Rock Island, Illinois). Our team of professionals also continued a customer-centric mindset this year by providing more mission assistance efforts to our regional acquisition customers than in years past. We were able to provide critical consulting and targeted training to numerous multiservice ACAT 1 programs in the Region with A+ results in every case. The midwest regional MDAP director conducted more than 100 percent of planned customer visits, greatly increasing the Midwest footprint and further establishing DAU as provider of choice for our regional customers. Travis Stewart As leadership training became more important to the Defense Acquisition Workforce, our region continued to successfully operate two preeminent leadership courses: the PMT 401 Program Manager s Course and the Senior Service College Fellowship program in support of the U.S. Army Tank Automotive Command Life Cycle Management Command. Customers and stakeholders laud both courses as a home run for the Midwest Region and DAU. Resources 069

70 Kevin Carman Dean Hank DeVries Associate Dean (AA) Rob Tremaine Associate Dean (O/MA) Jim Childress Director of Operations Aberdeen Proving Grounds (APG) DISA DLA DTRA Federal Government agencies Fort Belvoir Hanscom AFB MARCORSYSCOM MCB Quantico National Capital Area NAVSEA NGA NSA Pentagon TRICARE WEST REGION SAN DIEGO, CALIFORNIA The West Region provides acquisition training and mission assistance for over 30,000 Defense Acquisition Workforce members at 28 training sites, across 13 regional states and throughout the Pacific Rim. In FY14, the region had a number of significant accomplishments. Our very experienced faculty taught 363 courses covering 13 diverse functional areas for over 6,900 classroom graduates. Our graduates continue to recognize our instructors with very high customer satisfaction ratings. We spent over 8,000 hours developing curriculum for several new engineering, information technology, logistics, and acquisition management courses as well as updating a number of other key courses to keep the student learning experience both current and rich. To serve our Defense Acquisition Workforce better and keep our operating costs low, we work out of five separate sites. This strategy keeps us geographically closer to our student populations in order to deliver courses more efficiently while also limiting student travel. DAU West continued to demonstrate the effectiveness of mission assistance and provided just under 14,000 hours of assistance for a wide range of customers throughout the region. Through our Customer Learning Officer (CLO) program, we worked hard to maintain a constant presence with our DoD and federal customers. By interacting frequently with them at their workplaces, our CLOs ensured our customers had access to an extensive variety of proven workplace solutions that included organizational performance assessments, executive coaching, service acquisition workshops, stakeholder management workshops, independent logistics assessments, Better Buying Power 3.0 rapid deployment training, and a number of targeted training courses. DAU West responded to customer requests seeking assistance with organizational assessments and offered a number of recommendations that addressed the gaps. Our mission assistance teams also evaluated customer workplace processes to determine the presence of inefficiencies that were inhibiting their progress. DAU West helped several major organizations achieve performance gains and meet challenges through the development of powerful stakeholder management and communication plans. Because it is important to know the longer range impacts DAU is having with its more intensive and high-impact consulting projects, DAU West started to conduct follow-up interviews 6 to 9 months after our support was complete. The results have been promising. We will continue these interviews in the coming years to validate our contributions in the workplace DAU West participated heavily in OSD s Acquisition Workforce Qualification Initiative (AWQI) that, when deployed, will help strengthen certain workplace capabilities that require additional emphasis. AWQI also provides the structure and framework for achieving and documenting demonstrated on-the-job training performance of key acquisition competencies and proficiencies. DAU West is committed to its customers and has proven to be a valued partner in achieving acquisition excellence both inside and outside the classroom. We stand ready to provide the highest quality training and consulting solutions available for our customers throughout the region. Dr. Kevin R. Carman 070 Defense Acquisition University 2014 Annual Report

71 Roy Wood Dean Pat Wills Associate Dean (AA) Tony Romano Associate Dean (O/MA) Janet Vincent Director of Operations DEFENSE SYSTEMS MANAGEMENT COLLEGE FORT BELVOIR, VIRGINIA This was a year of continued consolidation, seeking ways to preserve the substantial gains we made from The third year of a hiring freeze, along with faculty and staff retirements, promotions, and attrition continued to take its toll on DSMC s momentum. Nevertheless, we were able to continue delivering high-quality classroom courses, expand our online offerings, and make substantial contributions in mission assistance directly to acquisition organizations. This year, eight offerings of the 10-week case study course, PMT-401, were delivered across the enterprise, graduating 250 students. Another 1,034 students were graduated from other executive-level and leadership courses. We continued to have a strong curriculum development emphasis to keep our courses current and relevant, especially focusing on honing critical thinking and using active learning techniques. In fact, PMT-401 was recognized with a prestigious award from the World Institute for Action Learning. We continued to mature the International Acquisition Career Path by transitioning to two new distance learning courses, ACQ-120 and ACQ- 130, which make basic international acquisition training more broadly available to all members of the workforce involved in cooperation or foreign military sales. Complementing these courses is a brand new one-week classroom course, ACQ-230, that focuses on enabling students to better integrate international considerations in program acquisition strategies contributing to affordability and improved coalition interoperability. Similarly, the Requirements Management community benefited from curriculum updates to reflect recent changes to the Joint Capabilities Integration Development process and updates to the DoD Instruction (DoDI) In FY14, there were 1,388 graduates from the distance learning certification course, and 269 graduates from the one-week classroom advanced course. In addition, we had 40 flag/general officer and senior executive graduates from our 400-level requirements courses. The requirements management continuous learning modules continued to be popular as well as serve the workflow learning needs of the diverse requirements workforce. DSMC had a productive year in mission assistance and outreach to the acquisition workforce, providing direct assistance and consulting to a variety of acquisition programs, international organizations, and requirements setters. Major consulting was done in support of services acquisition at the Defense Health Agency, as well as a number of important Acquisition Program Transition Workshops, strategic planning workshops, and successful individual and team executive coaching engagements. We continue to look for ways to improve efficiencies while reaching workforce members beyond the classroom. This has included online webinars, vibrant communities of practice, contributions to DAU Alumni Association Hot Topic Forums, and posting video resources online. Moving forward, we expect to create even more learning opportunities for the workforce with online learning resources in a variety of modern media. Dr. Roy Wood Resources 071

72 Kurt Stonerock Dean Michel Jimerson Associate Dean (AA) COLLEGE OF CONTRACT MANAGEMENT FORT LEE, VIRGINIA Established in October 2011, the College of Contract Management (CCM) continued to make significant strides throughout fiscal year 2014 in achieving its charter to ensure well-trained faculty, well-designed curriculum, and a costeffective methodology to provide the professional, accredited courses necessary to enhance the skills of the more than 9,600 acquisition workforce members within the Defense Contract Management Agency (DCMA). CCM s efforts directly support DCMA s One Team, One Voice provision of customer-focused Contract Administration Services that provide acquisition insight and engagement to enable the Defense Acquisition enterprise to produce the right product or service (quality), at the right time (delivery) and at the right price (value). The focus of the CCM s curricula is to provide formal training on contract managementspecific competencies needed for DCMA functional personnel to execute their job responsibilities. The improved content, design and delivery methods of this array of online, blended learning, and classroom courses will enhance DCMA s ability to execute its mission while capturing efficiencies in delivery of that training. Furthermore, CCM s courses will serve as a cornerstone component of DCMA s overarching training strategy. Significantly, although CCM courses will continue to be designed for what front-line DCMA functional professionals need to do their jobs, many of the courses are envisioned to be highly attractive to functional professionals in the military services and other agencies who are also performing post-award contract management functions. In November 2014, the first of CCM s courses opened for registration by non-dcma Defense Acquisition Workforce professionals. Without a doubt, the successes CCM had in FY14 were enabled by the strong, day-to-day support and expertise of scores of professionals in both DAU and DCMA. Dr. Kurt Stonerock In FY14, CCM fielded 11 courses in support of quality assurance, industrial manufacturing, and aircraft operations personnel. Twenty-eight additional courses were put into development during the year as well, targeted to support professionals in contract administration, pricing, quality assurance, industrial manufacturing, systems engineering, and earned value management. Additional courses will be put into development in FY15, consistent with DCMA director-defined priorities. 072 Defense Acquisition University 2014 Annual Report

73 COMMUNITY INVOLVEMENT DAU CONDUCTED WORKSHOPS IN SUPPORT OF LOCAL HIGH SCHOOLS DAU CNE conducted engineering management workshops (EMW) for local high schools in support of the Department of Defense science, technology, engineering, and mathematics (STEM) education initiative. These efforts were highlighted at Fauquier High School in Warrenton, Virginia, October 9, during an educational program tour attended by delegates from the Virginia State Legislature. Recent EMW graduates from Kettle Run High School and Liberty High School demonstrated their robot prototypes for the delegates. The EMW initiative has expanded to include all three high schools in the Fauquier County Public School System. Similarly, DAU South participated in a STEM Ask-a-Professor outreach with the Madison City James Clemmons High School Robotics Team. South Systems Engineering and Test team members met with the high school engineering students and provided mentoring and facilitation. Additionally, DAU South engaged students from Clarksville Montgomery County school system in Clarksville, Tennessee, in the STEM outreach program. DAU South provided systems engineering principles and techniques to support students STEM projects. DAU SUPPORTS THE CYBERPATRIOT NATIONAL YOUTH EDUCATION PROGRAM DAU s cybersecurity and STEM outreach efforts are working together to support the CyberPatriot National Youth Cyber Education Program. CyberPatriot was conceived by the Air Force Association to inspire high school students toward careers in cybersecurity or other STEM disciplines critical to our nation s future. DAU is supporting the CyberPatriot effort in several ways. First, DAU s recent donation of computers and servers to a local chapter of the Information Systems Security Association is being used to support directly the local high schools CyberPatriot teams. In addition, DAU is providing some local high school CyberPatriot teams with technical mentors. Professor Steve Mills is currently serving as the technical mentor for the Huntsville High School CyberPatriot team. This will be the first year that Huntsville High School has fielded a CyberPatriot team. DAU cybersecurity and STEM outreach efforts continue to gain both momentum and impact. DAU s commitment to growing the cybersecurity and STEM workforce up front and early will continue. DAU SOUTH HOSTED HUNTSVILLE GOVERNMENT LEADERS FOR TRAINING In a partnership with Huntsville City Mayor Tommy Battle, DAU South hosted a 3-hour leadership training session to over 20 department heads from the Huntsville City government. South Dean Mark Lumb and Acquisition Department Chair Mark Unger delivered Understanding My Leadership Style as part of the program. Additionally, DAU South hosted a leadership class that brought leaders from the Madison County area to identify, educate, and inspire others to serve within this community. Among the attendees were 22 members of the community, including James Lackey, executive director, Aviation and Missile Research, Development and Engineering Center (AMRDEC), DAU faculty, small business owners, Redstone Arsenal leadership, and academic leaders. The mayors from Huntsville and Madison along with the chair of the Madison County Commission addressed critical issues for the community during a panel discussion. Resources 073

74 DAU ALUMNI ASSOCIATION HOSTED FUNDRAISING GOLF TOURNAMENT The DAU Alumni Association (DAUAA) Mid-Atlantic Region hosted the 7th annual Marine Corps Aviation Association (MCAA) John Glenn Squadron golf tournament. The tournament raised $12,000 $9,000 went to the Navy Marine Corps Relief Society, which provides financial assistance and education, as well as other programs, to members of the Navy and Marine Corps and their eligible family members, and $3,000 was donated to the MCAA John Glenn Squadron scholarship fund. 27TH ANNUAL EXCEPTIONAL FAMILY MEMBER PROGRAM EASTER EGG HUNT 2013 COMBINED FEDERAL CAMPAIGN DAU finished the 2013 Combined Federal Campaign (CFC) at 83.8 percent participation, with donations totaling more than $33,500. DAU held several fundraisers, including the two most popular: candygrams and the silent auction. The DAU Alumni Association provided the prizes for the fundraisers. Additionally, there were nine Eagle recipients. Individuals receive the Single Eagle Award by contributing 1 percent of their base pay, or the Double Eagle award by giving 2 percent of their base pay. DAU South received the Early Bird Award for making the CFC goal by October and the esteemed Chairman s Award for achieving a $225 per capita level for 67 percent of employee contributions. DAU hosted its 27th Annual Easter Egg Hunt for the Fort Belvoir Exceptional Family Member Program, April 12. The kids participated in egg decorating, coloring, cupcake decorating, egg hunting, and pictures with the Easter bunny. The final event of the day was the piñata. Each child took a turn batting at the piñata and anxiously awaited the candy to hit the floor. Thank you to Emma Duhart, Shelly Haskell, Nelly Navia, James Morrison, James Woolsey, Susanne Morrison, the Easter Bunny (aka Bob Carlson), Linda Perry, Kristen Russell, Johnnie Kennedy, Brianna Russell, Erin Torres, Marcus Haskell, Troy Russell, Nikki Skaines, Eileen Skaines, Mike Skaines, and Debbie Gonzalez for helping to make this a special day. The children s smiles throughout marked another successful event. For more than 20 years, DAU has been in partnership with Bryant Alternative School by mentoring students, conducting coat and tie drives, teaching interview techniques to prospective graduates, and sponsoring a Reading to the Kids program for the children in the daycare portion of the school. Over the years, DAU has transferred more than a million dollars in audiovisual equipment and computer systems that were being phased out at DAU. DAU CONTRIBUTED SUPPORT FOR BRYANT HIGH SCHOOL Nelly Navia, Kristen Russell, Susanne Pile, Marcus Haskell, Emma Duhart, Sherri Taillie, Tina Richards, Mike Skaines, Mirjana Cook, and Debbie Gonzalez helped serve Thanksgiving lunch which is an annual tradition to students in Alexandria, Virginia. Also, DAU employees donated nonperishable food, clothing, and money. DAU s generosity provided a great Thanksgiving experience for many students and their families. 074 Defense Acquisition University 2014 Annual Report

75 MIDWEST REGION SIGNS STATEMENT OF SUPPORT FOR THE GUARD AND RESERVE Dean Travis L. Stewart, Midwest Region, signed a Statement of Support for the Guard and Reserve on April 29. The Statement of Support confirms that Midwest Region joins other employers in pledging to fully recognize, honor, and enforce the Uniformed Services Employment and Re-Employment Rights Act and continually recognize and WEST REGION HOSTS PRO KIDS/ THE FIRST TEE OF SAN DIEGO The First Tee of San Diego, a nonprofit organization, celebrated its amazing team of volunteers with an event hosted by the West Region, May 29. Approximately 50 Pro Kids volunteers attended the event. The Pro Kids mission is to challenge underserved youths to excel in life by promoting character development, life skills, and positive values through education and the game of golf. They have a scholarship program and a learning center, which houses a computer lab, classroom, community room, pro shop, and swing-simulator room. The West Region actively supports many community organizations and proudly promotes positive youth development through education and physical activity. support our country s service members and their families in peace, in crises, and in war. Ohio Employer Support of Guard and Reserve (ESGR) State Chair Steve Koper commented, By meeting the Statement of Support criteria, DAU Midwest Region pledges to stand proudly with its Guard and Reserve employees, who continue to answer their nation s call to defend our way of life.... By signing the Statement of Support, Dean Stewart is sending a clear message to the employees of the Defense department that while they are serving their country they do not have to worry about their civilian jobs. FEDS FEED FAMILIES FEDERAL EMPLOYEES HELP KNOCK OUT HUNGER During the summer of 2014, federal employees came together to nourish communities nationally. The U.S. Agriculture Department, once again, led the Feds Feed Families campaign, which ran from June 1 through August 27. The donations from the Feds Feed Families Food Drive are especially important, because they come at a time of year when donations traditionally decline. Since the campaign began in 2009, federal workers have donated and collected 24.1 million pounds of food and other nonperishable items to support families at risk of hunger across America. Thanks to DAU Campaign Coordinators Lynn Cheek and Sgt. Sharon Green and their team members PS1 Jung Chang, Ralph Hill, Tatiana Rubio, Nelly Navia, Charity Byrd, and Susanne Morison. DAU ALUMNI ASSOCIATION WEST CHAPTER DONATES CULINARY SKILLS TO FISHER HOUSE The DAUAA West Chapter Board and Charity Committee gathered recipes and donned aprons July 11 to provide lunch to the Zachary and Elizabeth Fisher House at the Naval Medical Center, San Diego. The mission of Fisher House is to provide a home away from home for active and retired military families of patients who have been admitted for medical care at the Center. DAUAA West Chapter made Fisher House their charity of choice and embarked upon their first charitable event to support it. The main course chili recipe was provided by Jim Childress (his wife s family recipe) and included hot dogs and all the fixings. Joanne delivered cookie bars and chocolate chip cookie dough to assemble and bake. Ray Alfaro and Lois Harper provided chopping and grilling assistance. Residents enjoyed the meal and thanked the chefs for donating their time giving them one less thing to worry about and allowing them to attend to their loved ones. Resources 075

76 HALL OF FAME Stephen Nelson Stephen J. Nelson held the positions of professor, course manager, performance learning director and director of operations for the DAU West Region. He was instrumental in developing a curriculum for the Production, Quality and Manufacturing career field and also crafted major portions of the Faculty Performance Evaluation System Manual, which provides a critical foundation for the development, advancement and assessment of the DAU faculty. As director of operations, he managed extensive facility expansions to accommodate an increased academic workload. Lieutenant General William Phillips, USA, retired Lieutenant General William N. Phillips, USA, retired, substantially improved the professionalism of the Army acquisition workforce by engaging senior leaders, enforcing and re-energizing the Defense Acquisition Workforce certification standards, and holding leadership accountable for these standards. These changes led to the highest number ever of Army DAWIA certified personnel. He also developed a new generation of effective acquisition workforce leaders through the Army Senior Service College Fellowship and the Specialty Engineering Education and Training programs. George Prosnik George J. Prosnik was instrumental in training the engineering and technology functional areas of the Defense Acquisition Workforce as a professor, department chair, and the center director for Engineering and Technology. His successes in designing and developing program management, systems engineering, information technology, and software curricula continue to positively impact the professionalism and effectiveness of the engineering and technology workforce. Robert Stryjewski Robert H. Stryjewski pioneered the development and management of DAU s Executive Program Management Course and promoted critical thinking skills among hundreds of Acquisition Category (ACAT) I program managers. He mentored both workforce executives and DAU faculty and ensured a dynamic and relevant presence of acquisition, requirements, and financial leaders as distinguished guest speakers in executive courses. Siobhan Tack Siobhan Tack served as an instructor, department chair, and associate dean for academics at the DAU Capital and Northeast Region. Through her leadership and vision, the region made significant contributions to the design, development, revision, and deployment of critical acquisition courses across the spectrum of system acquisition management certification curricula. 076 Defense Acquisition University 2014 Annual Report

77 CORPORATE RECOGNITION CUBIC Corporate University of the Year for North America DAU was named Corporate University of the Year for North America at the Corporate University Best-in-Class (CUBIC) awards, part of Corporate Learning Week 2014 in Orlando, Florida. In addition, DAU President James Woolsey was named runner-up as Learning Leader of the Year. The CUBIC awards were established to honor, recognize, and promote learning organizations and corporate universities that set standards of excellence in a variety of categories relating to performance and results. Winners are recognized for their unique achievements and contributions to individual and organizational productivity. Past CUBIC award recipients include Fortune 500 companies, global organizations, nonprofits, and governmental training groups. Top 10 LearningElite Organization DAU was named one of the top 10 LearningElite organizations for 2014 by Chief Learning Officer magazine. Singled out for creating and implementing exemplary workforce development practices that deliver measurable business value, DAU ranked sixth in a record-breaking field of more than 200 companies participating in this program. The LearningElite awards program is a unique, peer-reviewed ranking and benchmarking program that recognizes those organizations that employ exemplary workforce development strategies to deliver significant business results. This is the fourth consecutive year that DAU has won this award. Learning! 100 Award DAU was named one of the Top 10 Public Sector Learning Organizations on the Learning! 100 list at the 2014 Enterprise Learning! Summit in Coronado, California. This awards program, hosted by Elearning! Media Group, recognizes the outstanding organizational performance, immersive learning culture, and innovation of top learning organizations across the nation. DAU was specifically recognized for excellence in learning technology innovation. Other 2014 Learning! 100 award-winning organizations include the U.S. Office of Personnel Management, NASCAR, PGA of America, the American Heart Association, the U.S. Department of Veterans Affairs, the International Society of Technology in Education, and the Wounded Warrior Project. Federal Government Distance Learning Association Awards The Federal Government Distance Learning Association (FGDLA) honored two DAU employees. Dr. Judith Bayliss, Center Director for DAU s Teaching and Learning Lab, received the FGDLA Hall of Fame Award in recognition of her significant contributions in promoting and developing distance learning in the Federal Government. Dr. Chris Hardy, DAU s Director of Strategic Planning and Learning Analytics, received the FGDLA Eagle Award, which recognizes an individual who has served the Federal Government distance learning community by providing exceptional leadership, vision, and advocacy. APEX Award of Excellence Defense AT&L magazine, a bimonthly publication of the Defense Acquisition University, received a 2014 APEX Award of Excellence. The awards, sponsored by the editors of Writer s Web Watch and the Writing That Works Archives, are presented in recognition of excellence in graphic design, editorial content, and the ability to achieve overall communications effectiveness and excellence. This year s competition was exceptionally intense, with a total of 2,075 entries in all categories. Defense AT&L magazine received its award in the Print Magazines, Journals & Tabloids of Over 32 Pages category. World Institute for Action Learning Award DAU was the winner of the World Institute for Action Learning Award for the best application of action learning in the government sector. In 2011, DAU piloted Action Learning in the Program Managers Course (PMT 401), and then incorporated it into the PMT 401 core curriculum in This year s award recognizes DAU for its innovative use and application of Action Learning. Brandon Hall Group Excellence Award DAU was the winner of Brandon Hall Group s 2014 Silver Excellence Award for Best Learning Measurement Approach. Entries were evaluated by an international panel of independent industry experts and Brandon Hall Group senior analysts. Nominees were judged on the design of the program, whether the program fit the organization s needs, functionality, usability, innovation, and overall measureable benefits. Brandon Hall Group is a human capital management (HCM) research and advisory services firm. Now entering its 20th year, the Brandon Hall Group s Excellence Awards Program is one of the most prestigious awards programs in the industry. Resources 077

78 CORPORATE TEAM AWARDS Goal 1 (Mission) Provide an integrated, interactive learning environment that develops qualified acquisition, requirements, and contingency professionals enabling workforce members, teams, and organizations to improve acquisition outcomes. The Alternative Delivery Team Jerome Collins (Lead)* Matt Ambrose Brad Bates Will Broadus Joel Brown Robin Brown Bill Conroy Ed Copeland Wanda Garris Pam Gouldsberry Kirk Hoy Nicole Isenberg Shelton Jewette Mike Kotzian Greg Lunsford Paul Mallon James McDaniel Mike McGhee Joe Moschler Jonathan Ramsey Tom Ruthenberg Adrianne Schmidt Scott Schroer Brian Schultz Carrie Simpson Tim Simpson Penny Siragusa Kathy Smith Susan Supplee Roberta Tomasini Mark Unger Jim Weitzner Malik Williams The LOG 215 Development Team Dave Floyd (Co-Lead)* Greg Schlauch (Co-Lead)* Rob Burgess Bill Conroy Sylwia Gasiorek-Nelson Howard Harris Marcel Hood Bill Kobren James McDaniel Brian Yoo Goal 2 (Infrastructure) Continuously improve our infrastructure and mission support processes to optimize use of resources. Goal 3 (Transformation) Support congressional and DoD acquisition improvement initiatives through thought leadership, applied research, and engagement with key acquisition organizations. The MtM IPT Team Joe Timmons (Co-Lead)* Tom Edison (Co-Lead)* Joe Cooke Kevin Crabbe Bob Morig Jerry Munar Yvette Rodriguez The Fox Study Team Larry Leggett (Lead)* Richard Fowler Ron Fox Richard Hansen Ken Spiro 078 Defense Acquisition University 2014 Annual Report * Pictured

79 The Qualification Standards Development Team John Larson (Lead)* Edward Adkins Bryan Amsel Brian Anderson Craig Arndt Michelle Bailey Trent Banks Ellen Barber Patrick Barker Albert Barnes Bradley Bates Michael Bayer Jeran Binning James Boone William Broadus Joel Brown Ronald Burroughs Tommy Butler John Cannaday Joe Chang Kurt Chelf James Childress Miriam Cohe Alexis Concepcion Thomas Conroy William Conroy Douglas Constant William Conway Joseph Cooke Jeffrey Craver Peter Czech James Davis Justine Davis William Decker Bobbie DeLeon David Dotson Thomas Elsesser Gerald Emke Harold Ernest Danny Facciola Martin Falk Patrick Ferinden Owen Gadeken David Gallop Thomas Gorman Tonya Guy-Green Debbie Hahn Darrell Hamilton Allen Harris Robert Hawkins Sean Herr David Hoen Michael Holbert Mark Holbrook Paul Horst Kirk Hoy Philip Hunt Donald Hutto Debbie Johnson Stephen Kassebaum Mark Keehan Douglas Killey Jan Kinner Bill Kobren Michael Kotzian John Krieger John Land John Larson Joel Little Anthony Lomelin William Long Gregory Lunsford Craig Mallory Donald Mansfield John Markevicz Gregory Martin John McElhenny Michael McGhee Lester McMannes James McNulty Christopher Merkel Kimberly Meyer John Miles Scott Miller Steven Minnich John Mueller Candice Murray George Noyes John Paciorek John Perry Robert Pritchard Ronald Quinter Venkat Rao Darren Rhyne John Rice Bradley Riddle David Riel Donald Riley Barry Robella Yvette Rodriguez Stanley Rosen James Ryan John Sarakatsannis Joseph Schafer Steven Schilling Gregory Schlauch Brian Schultz Seth Shepherd Martin Sherman Timothy Simpson Robert Skertic Stephen Skotte Daniel Somerset Jonathan Specht Sherwood Spring Susan Supplee John Taylor Amy Timmermann Carol Tisone Jeffrey Tkach Roberta Tomasini Wallace Tubell Benjamin Turner Jack Van Kirk Jerry Vandewiele Edward Verchot Rajiv Verma Charles Waszczak Maryann Watson Charles Weber James Weitzner Brian Yoo Goal 4 (People) Foster an environment that encourages continuous development, promotes diversity, and rewards achievement to enhance job satisfaction and performance. The Training Tech IPT Team Digna Robinson (Co-Lead)* Kathy Smith (Co-Lead)* Susan Zarger-Lawson (Co-Lead)* Tawnita Blay Joe Dearmon Stephanie France Mike Gonzales DAU Communications Team Crystal Calloway (Lead)* Molly Beckmann Kelley Berta Tawnita Blay Karen Byrd Jennifer Caniglia Miriam Cohe Bernadette Crumb James Davis Rasheena Davis Christen Goulding Mary Greiner Aletha Holmes Erica Kobren Kathy Spainhower Michael Lambert Cary Morris Sam Parks Russell Shaver Michael Skaines Daniel Somerset Tim Stovall Abel Trevino Donna Vanderhye Rich Vigue Dana Wallace Courtney Whittington Goal 5 (Customers) Proactively engage our customers and stakeholders to understand their mission requirements and develop responsive solutions to enhance performance. The Nuclear Enterprise Acquisition Mission Assistance Team Lois Harper (Lead)* John Chapman Sal Cianci Don Goddard Bob Lopez Joanne MacDonald-Morrow Andre Murphy Eric Nemoseck Donna Seligman Rob Tremaine * Pictured Resources 079

80 INDIVIDUAL AWARDS Congratulations to the following recipients of individual awards in the DAU Corporate Recognition Awards program: Distinguished Teacher Recognition Teaching Band A Teaching Band B Wayne Glass Joanne McDonald-Morrow Anthony Nicolella Patrick Morrow Teaching Band C Mission Assistance to the Warfighter Mission Assistance Brian Brodfuehrer Lt. Col. Timothy Jones USAF Joanne Abbott Knowledge Sharing Curriculum Development Research Kathy Spainhower Kristy Presson Seth Shepherd 080 Defense Acquisition University 2014 Annual Report

81 Innovation in Course Delivery Junior Staff Person of the Year Senior Staff Person of the Year Tim Simpson Shelly Clarke Jill Garcia Pat Gosh Outstanding Media Customer Service Matt Ambrose Nathan Lewis Adrianne Schmidt Shawn Miller Distinguished Officer of the Year Frank J. Anderson, Jr. Award (Faculty) Frank J. Anderson, Jr. Award (Staff) Lt. Col. Ric Nordgren USAF Jan Kinner Kathy Smith Resources 081

82 CUSTOMER SATISFACTION For DAU to improve the professionalism of the Defense Acquisition Workforce, it must provide high-quality, relevant products and services to its customers. DAU does just that. From contracting personnel in areas of conflict to senior DoD leaders, from small buying commands to Major Defense Acquisition Programs, from individual workforce members to intact acquisition teams, DAU provides a variety of learning assets to help the Defense Acquisition Workforce support the warfighter. DAU uses the state-of-the-art, end-of-course survey program Metrics that Matter (MtM), a Web-based learning evaluation system with an extensive database of performance benchmarks, to collect survey data from students and customers. CUSTOMER EVALUATION RESULTS DAU evaluates customer satisfaction based on the four-level Kirkpatrick training assessment model and uses the sevenpoint Likert scale. At the end of each course, students are provided a link to the survey, which includes questions on course content, coursework, faculty, and job applicability. Ratings are reviewed regularly, and improvements are made in DAU s products and services based on these evaluations. In FY14: 42,527 surveys were completed by students in classroom courses with an average rating of 6.4 (or 91 percent) exceeding DAU s target of 80 percent by 11 percentage points, and 7 percentage points above the MtM corporate benchmark of 84 percent 72,052 surveys were completed by online students with an average rating of 5.6 (or 80 percent) meeting DAU s target of 80 percent, and 1 percentage point, lower than the MtM corporate benchmark of 81 percent 35,778 follow-up surveys were completed by students with an average rating of 5.2 (or 75 percent) falling short of DAU s target of 79 percent by 4 percentage points, but exceeded the MtM corporate benchmark of 72 percent 979 follow-up surveys were completed by students managers with an average rating of 5.2 (or 74 percent) falling short of DAU s target of 78 percent by 4 percentage points, and 2 percentage points lower than MtM benchmark of 76 percent 1,525 surveys were completed by customers who participated in Targeted Training events with an average rating of 6.4 (91 percent) exceeding DAU s target of 80 percent by 11 percentage points Customer Satisfaction Ratings 082 Defense Acquisition University 2014 Annual Report Through follow-up surveys, DAU tracks customer satisfaction of products and courses and compares them to both the industry standard Metrics that Matter and DAU s own internal goals.

83 REAFFIRMATION OF ACCREDITATION For more than a year, a team of DAU staff, faculty, and contractors, led by DAU s Accreditation Liaison Kelley Berta, conducted a self-study to prepare for reaffirmation of accreditation. A group from DAU s accrediting body, the Council on Occupational Education (COE) visited DAU March 3 6, The COE representatives examined every aspect of DAU s training programs, business practices, and facilities. The team reported no findings, no recommendations, and no suggestions. This indicates DAU is fully compliant with all COE criteria. The team also awarded DAU three commendations in the areas of Educational Programs, Strategic Planning, and Physical Resources. DAU received its reaffirmation of accreditation in September following the COE Commissioners vote. The reaffirmation of accreditation will stand for 6 years. All DAU faculty and staff should be proud of this achievement made possible by their expertise and dedication. Improving the Professionalism of the Defense Acquisition Workforce

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